Source of Rustenburg Mines

1. Company Details ...... 1 1.1 Location of the Mine ...... 2 1.2 Ownership ...... 2 2. HRD Executive Summary ...... 8 2.1 Skills Development ...... 10 2.2 Illiteracy Level and ABET Needs ...... 13 2.2.1 ABET Training Planned ...... 14 2.2.1.2 Training Planned – ABET Own-Time Enrolled Employees...... 14 2.2.1.3 Training Planned – ABET Full-Time Contractor Employees...... 15 2.2.1.4 Training Planned – ABET Own-Time Contractor Employees ...... 15 2.2.1.5 Training Planned – ABET Full-time Community ...... 16 2.2.1.6 Training Planned – ABET Own-Time Community ...... 16 2.3 Core Business Training (Mining, Engineering, MRM) ...... 18 2.3.1 Core Business Training (Support Services) ...... 19 2.5 Learnerships ...... 20 2.5.1 Learnerships (Internal Engineering) ...... 20 2.5.2 Learnerships (External Engineering) ...... 21 2.6 School Support and Post-Matric Programmes ...... 22 2.7 Portable Skills ...... 23 2.8 Form R: Hard-to-fill vacancies ...... 24 2.9. Career Progression (Path) Plan (Regulation 46 (b) (ii)) ...... 25 2.9.1 Provide career development matrices of each discipline (as per annexure 2.9.1) ...... 25 2.9.2 Comprehensive Career Progression Plan ...... 25 2.9.2.1 Career Progression Plan – Mining (Excluding Learnerships/Internal Bursars: Educational Assistance) ...... 26 2.9.2.2 Career Progression Plan – Engineering (Excluding Learnerships/Educational Assistance) ..... 27 2.9.2.3 Career Progression Plan – HRD (ODETDP) ...... 28 2.9.2.4 Career Progression Plan – MRM ...... 28 2.9.2.5 Career Progression Plan - Management and Leadership Development ...... 29 2.9.2.6 Career Progression Plan – Safety ...... 30 2.9.2.7 Career Progression Plan – Protection Services ...... 31 2.9.2.8 Career Progression Plan – Finance ...... 31

2.9.2.9 Career Progression Plan – Process Operations ...... 32 2.10 Mentorship Plan (Regulation 46 (b) (iii) ...... 33 2.10.1 Mentorship Plan with HDSA and Gender Breakdown ...... 33 2.11 Bursary and Internship Plan ...... 34 2.11.1 Bursaries to be awarded (Internal – Educational Assistance) ...... 35 2.11.2 Bursary to be awarded (external) ...... 35 2.11.3 Internships ...... 37 2.11.4 Graduate Development Scheme ...... 38 2.12 Employment Equity Plan ...... 39 2.12.1 Form S, Permanent Employees ...... 39 2.12.2 Form S, Contractor Employees ...... 39 2.12.3 Annual HDSA Progressive Targets, Permanent Employees ...... 40 3.1 Social and Economic Background Information of North West Province and Rustenburg ...... 42 Municipality (Regulation 46 (c) (i)) ...... 42 3.1.1 Overview of North West Province ...... 42 3.1.2 Overview of Rustenburg Local Municipality ...... 45 3.2 Key Economic Activities (Regulation 46 (c) (ii)) ...... 46 3.2.1 Provide the Key Economic Activities of North West and Rustenburg Municipality ...... 46 3.2.2 Provide names of other mining companies that operate around your area of operation ...... 47 3.3 Negative Impact of the Mining Operation ...... 48 3.4 Provide the Needs of the Area in Order of Priority ...... 48 3.5 Rustenburg Platinum Local Economic Development Plan ...... 50 3.6 Measures to address housing and living conditions Regulations 46 (c) (iv)) ...... 70 3.6.1 Anglo American Platinum’s housing strategy ...... 70 3.6.2 Home ownership scheme ...... 70 3.6.3 Interaction with local municipalities ...... 70 3.6.5 Key challenges in housing delivery to the mine workers ...... 71 3.6.6 Plans for Rustenburg Platinum Mine ...... 71 3.7 Procurement ...... 71 4 Downscaling and Retrenchment ...... 73 4.1 Establishment of future forum...... 73 5 Five-year financial provision ...... 75

ABBREVIATIONS AND ACRONYMS

ABET Adult Basic Education and Training ADC Anglo Platinum Development Centre BBSEE Broad-Based Socio-economic Empowerment BEE Black Economic Empowerment CED Community Engagement and Development CSI Corporate Social Investment DMR Department of Mineral Resources DoA Department of Agriculture DoE Department of Education DoH Department of Health DSD Department of Social Development HBSS Housing Bond Subsidy Scheme HDP Historically Disadvantaged Person HDSA Historically Disadvantaged South African HRD Human Resources Development IDC Individual Development Charter IDP Integrated Development Plan IPA Individual Performance Agreement LED Local Economic Development LIBSA Limpopo Business Support Agency MDGs Millennium Development Goals MPRDA Mineral and Petroleum Resources Development Act MQA Mining Qualifications Authority NGO Non-governmental Organisation NPI National Productivity Institute NQF National Qualifications Framework PGMs Platinum Group Metals SADC Southern African Development Community SED Socio-economic Development SEDA Small Entrepreneurial Development Agency SMME Small, Micro and Medium Enterprise SLP Social and Labour Plan TLM Thabazimbi Local Municipality UIF Unemployment Insurance Fund WSP Workplace Skills Plan

Glossary

Black women African, Indian and Coloured women

Broad-Based Socio- A social or economic strategy, plan, principle, approach or act, which is economic aimed at: Empowerment a) Redressing the results of past or present discrimination based on (BBSEE) race, gender or disability of historically disadvantaged persons in the minerals and petroleum industry, related industries and in the value chain of such industries; and b) Transforming such industries so as to assist in, provide for, initiate, facilitate or benefit from: i) Ownership participation in existing or future mining, prospecting, exploration and beneficiation operations; ii) Participation in or control of management of such operations; iii) Development of management, scientific, engineering or other skills of HDSAs; iv) Involvement or participation in the procurement chains of operations; and v) Integrated Socio-economic Development of host communities, major labour-sending areas and areas that (due to unintended consequences of mining) are becoming ghost towns, by mobilising all stakeholder resources.

Community A coherent, social group of persons with interests or rights in a particular area of land which the members have or exercise communally in terms of agreement, custom or law.

Employee An employee is defined as any full-time person who directly works for the owner of a reconnaissance permission/permit, prospecting right, mining right, mining permit, technical cooperation permit, exploration right and production right and who is entitled to receive any direct remuneration from the holder of any of the above-mentioned rights, including any person working for an independent contractor.

Historically a) Any person, category of person or community, disadvantaged by Disadvantaged Person unfair discrimination before the Constitution of the Republic of South (HDP) Africa, 1993 (Act No. 200 of 1993) took effect; b) Any association, a majority of whose members are persons contemplated in Paragraph (a); and c) Any juristic person other than an association, in which persons contemplated in Paragraph (a) own and control a majority of the issued capital or members’ interest and are able to control a majority of the members’ votes.

Historically Refers to any person, category of persons or community, disadvantaged Disadvantaged South by unfair discrimination before the Constitution of the Republic of South African (HDSA) Africa, 1993 (Act No. 200 of 1993) came into operation. In this plan HDSA refers to Black, Coloured, Indian male and all females (incl. white females)

Integrated a) A plan aimed at the integrated development and management of a Development Plan municipal area as contemplated in the Municipal Structures Act (Act (IDP) No. 117 of 1998); and b) For the purposes of this SLP, IDP is taken to mean the IDP for all those municipalities falling within the determined mine community from which more than 10% (the significance factor) of the mine’s labour is sourced.

Labour-sending areas Municipalities from which current employees have been recruited.

Local labour Those employees recruited locally from within the mine community.

Major labour-sending a) In the context of the mine community, a major labour-sending area (see also Labour- area is a municipality from which more than 10% of the mine’s sending areas) workforce is sourced; and b) In the context of rural areas outside the mine community, a major labour-sending area is a municipality from which more than 5% of the mine’s workforce is sourced. Special consideration is given to the municipalities hosting such communities because of: i. The scattered nature of rural labour-sending areas and the need to focus the effort of the mine’s rural development strategy and its programmes; ii. The need to work within the framework of the Integrated Development Plans (IDPs) of these communities in order to leverage the mine’s efforts; and iii. The need to ensure that those communities directly affected by the mine’s prospective closure are equipped to meet that eventuality.

Management All employees within the Paterson C, D, E, and F Bands.

Migrant labour Migrant labour refers to workers who originate from the rural labour- sending areas, who live in hostels or other mine-provided accommodation, and who have no formal local dependants.

Three types of migrant labour are referred to in this SLP: a) Provincial migrant workers are those who come from areas within the mine’s host province but outside the mine community; b) South African migrant workers are those who come from other South African provinces; and c) Foreign migrant workers are those who come from neighbouring Southern African Development Community (SADC) states. It is these workers that are referred to as migrant workers in the Mineral and Petroleum Resources Development Act.

Mine community The mine community is defined as those towns, villages and settlements that fall within the area surrounding the mine.

As far as the SLP is concerned, only the municipality or municipalities within the mine community from which the mine sources 10% or more of its labour are regarded as major labour-sending areas. Special consideration is given to these municipalities because of the requirements for planning and implementation of Integrated Development Plans (IDPs).

Mine community issues that are directly and indirectly required by the regulations to be addressed in this SLP are: a) Existing and expected patterns of human settlements and villages within this community; b) Patterns of labour sourcing for the mine; c) Common commuting habits to and from the mine on a daily or weekly basis for the purpose of work; d) Spending patterns of the mine’s employees; e) The use of social amenities, recreational facilities and infrastructure; f) Commercial and industrial linkages; g) Provincial and municipal boundaries; h) Existing and proposed functional boundaries, including magisterial districts; i) Existing and expected land use, transport modes and routes; j) The need for coordinated social development programmes and services including the need for housing, nutrition and healthcare; and k) The need to rationalise the delivery of sustainable services and other socio-economic programmes as committed to in this SLP, particularly with respect to pragmatic delivery, financial viability and the mine’s administrative capacity.

Municipality A local municipality that shares municipal executive and legislative authority in its area with a district municipality within whose area it falls and which is described in section 155 (1) of the Constitution as a category B municipality.

Rural labour-sending A rural labour-sending area is a municipality outside the mine community area (also see Major from which the mine sources its labour. It is almost always located in labour-sending areas) what is traditionally regarded as a rural area such as the Eastern Cape Province.

The following rural labour-sending issues are required by the Mineral and Petroleum Resources Development Act (MPRDA) regulations to be addressed in this SLP: a) Patterns of labour sourcing for the mine; b) Areas of traditional rural communities; c) Existing and proposed functional boundaries, including magisterial districts; d) Wage remittances to such areas; e) Existing and expected land use, transport modes and routes; f) The need for coordinated social development programmes and services, including the need for housing, nutrition and healthcare; and g) The need to rationalise the delivery of sustainable services and other socio-economic programmes as committed to in this SLP, particularly with respect to pragmatic delivery, financial viability and the mine’s administrative capacity.

SLP SLP means this Social and Labour Plan

Total discretionary Total discretionary spend means that portion of mine capital and working spend cost component, which comprises expenditure over which the mine management has discretion. The working cost component is made up of the mine’s total ongoing operating expenditure less that money paid to: a) Government: i. Central government departments; ii. Parastatal companies; iii. Provincial government; and iv. Municipalities and other local authorities. b) Imported proprietary technology; c) Key raw materials; and d) Inter-Company transfers.

Total procurement Expenditure on capital goods, consumables and services. This includes spend both discretionary and non-discretionary expenditure.

Transitional workers Those workers who originate from rural labour-sending areas (such as the Eastern Cape Province), who have established local, urban (second) families but support other (first) families in the rural areas.

1. Company Details

This preamble reflects the details of Rustenburg Section. It is followed by a preamble for each of the following Operations that form part of Rustenburg Section:

 Bathopele Mine  Thembelani (Khuseleka Shaft & Thembelani Shaft)  Siphumelele Mine  Rustenburg Concentrator (Retrofit and UG2)

1.1 Name of the Rustenburg Platinum Mines Ltd company/applicant 1.2 Name of mine/ Rustenburg Section production operation 1.3 Physical address 55 Marshall Street, Johannesburg, 2001

1.4 Postal address P.O. Box 62179, Marshalltown, 2107 1.5 Telephone number 011 373 6358 1.6 Fax number 086 760 1542 Local Municipality: Rustenburg Local Municipality 1.7 Location of mine or District Municipality: Bojanala District Municipality production operation Province: North West Platinum, palladium, rhodium, iridium, ruthenium, gold, silver, cobalt, nickel and 1.8 Commodity copper 1.9 Life of mine

1.10 Financial year January - December

1.11 Reporting year 2015 1.12 Responsible Rudi Rudolph person 1.13 Geographic origin of employees (mine community and labour-sending areas). a) Mine Community b) Labour-Sending Area (see table on page 3 to 6 of this SLP)

Province Province North West Eastern Cape, Gauteng, North West, Free State, SADC District Municipality District Municipality Bojanala District (see table on page 3 to 6 of this SLP) Municipality Local Municipality Local Municipality Rustenburg Local (see table on page 3 to 6 of this SLP) Municipality

1.1 Location of the Mine

Rustenburg Mines are located in the North West Province, within the Rustenburg Local Municipality, approximately 20km east of Rustenburg and 60km west of Brits. The mines are situated close to the main Rustenburg-Marikina road and the Rustenburg-Thabazimbi road.

The figure below is a locality map.

1.2 Ownership

Rustenburg Section is a separate operation of Rustenburg Platinum Mines Limited, which in turn is a wholly owned subsidiary of Anglo American Platinum Limited.

The demographics of the Rustenburg Mines workforce

Mine community The mine community is defined as those towns, villages and settlements that fall within the municipality where the mine operates.

Areas where the mine procures its labour from:

The table below shows labour distribution according to local municipalities.

Total number Local Municipality Province of employees % 1 0.01% Mafube Local Municipality Free State Aganang Local Municipality Limpopo 1 0.01% Bergrivier Local Municipality Western Cape 1 0.01% Blue Crane Route Local Municipality Eastern Cape 1 0.01% Breede Valley Local Municipality Western Cape 1 0.01% Camdeboo Local Municipality Eastern Cape 1 0.01% Dannhauser Local Municipality Kwazulu Natal 2 0.01% Dikgatlong Local Municipality Northern Cape 2 0.01% Dr JS Moroka Local Municipality Mpumalanga 1 0.01% Drakenstein Local Municipality Western Cape 1 0.01% Emthanjeni Local Municipality Northern Cape 2 0.01% Ephraim Mogale Local Municipality Limpopo 2 0.01% Gamagara Local Municipality Northern Cape 2 0.01% Greater Giyani Local Municipality Limpopo 1 0.01% KwaDukuza Local Municipality Kwazulu Natal 1 0.01% Letsemeng Local Municipality Free State 1 0.01% Lukhanji Local Municipality Eastern Cape 16 0.01% Makana Local Municipality Eastern Cape 1 0.01% Mandeni Local Municipality Kwazulu Natal 2 0.01% Midvaal Local Municipality Gauteng 1 0.01% Mookgophong Local Municipality Limpopo 2 0.01% Msinga Local Municipality Kwazulu Natal 1 0.01% Mthonjaneni Local Municipality Kwazulu Natal 1 0.01% Mutale Local Municipality Limpopo 1 0.01% Ndlambe Local Municipality Eastern Cape 2 0.01% Nketoana Local Municipality Free State 1 0.01% Okhahlamba Local Municipality Kwazulu Natal 1 0.01% Phumelela Local Municipality Free State 1 0.01% Prince Albert Local Municipality Western Cape 1 0.01% Renosterberg Local Municipality Northern Cape 1 0.01% Stellenbosch Local Municipality Western Cape 1 0.01% Theewaterskloof Local Municipality Western Cape 1 0.01% Tokologo Local Municipality Free State 1 0.01% Ubuhlebezwe Local Municipality Kwazulu Natal 2 0.01% Ulundi Local Municipality Kwazulu Natal 2 0.01% uMdoni Local Municipality Kwazulu Natal 1 0.01% uMhlabuyalingana Local Municipality Kwazulu Natal 2 0.01% Victor Khanye Local Municipality Mpumalanga 1 0.01% eDumbe Local Municipality Kwazulu Natal 3 0.02%

Total number Local Municipality Province of employees % Emakhazeni Local Municipality Mpumalanga 3 0.02% Ingwe Local Municipality Kwazulu Natal 3 0.02% Kai Garib Local Municipality Northern Cape 3 0.02% Kopanong Local Municipality Free State 3 0.02% Magareng Local Municipality Northern Cape 3 0.02% Metsimaholo Local Municipality Free State 3 0.02% Musina Local Municipality Limpopo 3 0.02% uMlalazi Local Municipality Kwazulu Natal 3 0.02% Dr Pixley Ka Isaka Seme Local Municipality Mpumalanga 4 0.03% Ezinqoleni Local Municipality Kwazulu Natal 5 0.03% Greater Kokstad Local Municipality Kwazulu Natal 4 0.03% Hibiscus Coast Local Municipality Kwazulu Natal 4 0.03% Joe Morolong Local Municipality Northern Cape 5 0.03% Kwa Sani Local Municipality Kwazulu Natal 4 0.03% Mier Local Municipality Northern Cape 5 0.03% Mkhondo Local Municipality Mpumalanga 5 0.03% Molemole Local Municipality Limpopo 4 0.03% Msukaligwa Local Municipality Mpumalanga 4 0.03% Msunduzi Local Municipality Kwazulu Natal 5 0.03% Nama Khoi Local Municipality Northern Cape 4 0.03% Ngquza Hill Local Municipality Eastern Cape 4 0.03% Nquthu Local Municipality Kwazulu Natal 4 0.03% Thaba Chweu Local Municipality Mpumalanga 5 0.03% Thembisile Hani Local Municipality Mpumalanga 4 0.03% Tsantsabane Local Municipality Northern Cape 4 0.03% Umjindi Local Municipality Mpumalanga 5 0.03% Albert Luthuli Local Municipality Mpumalanga 6 0.04% Blouberg Local Municipality Limpopo 6 0.04% Great Kei Local Municipality Eastern Cape 6 0.04% Lekwa Local Municipality Mpumalanga 6 0.04% Ngqushwa Local Municipality Eastern Cape 6 0.04% uPhongolo Local Municipality Kwazulu Natal 6 0.04% Bela-Bela Local Municipality Limpopo 7 0.05% Emalahleni Local Municipality, Mpumalanga Mpumalanga 8 0.05% Emnambithi-Ladysmith Local Municipality Kwazulu Natal 8 0.05% Fetakgomo Local Municipality Limpopo 8 0.05% Greater Letaba Local Municipality Limpopo 8 0.05% Makhuduthamaga Local Municipality Limpopo 8 0.05% Maletswai Local Municipality Eastern Cape 7 0.05% Naledi Local Municipality, Free State Free State 8 0.05% Ngwathe Local Municipality Free State 7 0.05% Nkonkobe Local Municipality Eastern Cape 7 0.05% Other Foreign 7 0.05% Other Foreign Countries Countries Tswelopele Local Municipality Free State 7 0.05% 4

Total number Local Municipality Province of employees % uMhlathuze Local Municipality Kwazulu Natal 8 0.05% uMuziwabantu Local Municipality Kwazulu Natal 8 0.05% Lephalale Local Municipality Limpopo 9 0.06% Mbizana Local Municipality Eastern Cape 9 0.06% Moretele Local Municipality North West 9 0.06% Mbombela Local Municipality Mpumalanga 72 0.07% Newcastle Local Municipality Kwazulu Natal 10 0.07% Abaqulusi Local Municipality Kwazulu Natal 11 0.08% Lekwa-Teemane Local Municipality North West 12 0.08% Mtubatuba Local Municipality Kwazulu Natal 12 0.08% Mantsopa Local Municipality Free State 13 0.09% Mohokare Local Municipality Free State 13 0.09% Amahlathi Local Municipality Eastern Cape 14 0.10% Elias Motsoaledi Local Municipality Limpopo 15 0.10% Govan Mbeki Local Municipality Mpumalanga 15 0.10% Nongoma Local Municipality Kwazulu Natal 15 0.10% Umzimkhulu Local Municipality Kwazulu Natal 15 0.10% Masilonyana Local Municipality Free State 16 0.11% Steve Tshwete Local Municipality Mpumalanga 16 0.11% City of Cape Town Metropolitan Municipality Western Cape 17 0.12% Emalahleni Engcobo Local municipality Eastern Cape 18 0.12% Maluti-a-Phofung Local Municipality Free State 17 0.12% Moqhaka Local Municipality Free State 17 0.12% Nelson Mandela Bay Metropolitan 18 0.12% Municipality Eastern Cape Phokwane Local Municipality Northern Cape 18 0.12% Westonaria Local Municipality Gauteng 19 0.12% Kgetlengrivier Local Municipality North West 19 0.13% Makhado Local Municipality Limpopo 19 0.13% Ba-Phalaborwa Local Municipality Limpopo 20 0.14% Nala Local Municipality Free State 22 0.15% Dihlabeng Local Municipality Free State 24 0.16% Elundini Local Municipality Eastern Cape 24 0.16% eThekwini Metropolitan Municipality Kwazulu Natal 24 0.16% Sol Plaatje Local Municipality Northern Cape 23 0.16% Greater Tzaneen Local Municipality Limpopo 28 0.19% Mogalakwena Local Municipality Limpopo 28 0.19% Thabazimbi Local Municipality Limpopo 28 0.19% Lepelle-Nkumpi Local Municipality Limpopo 31 0.21% Mamusa Local Municipality North West 31 0.21% Randfontein Local Municipality Gauteng 33 0.23% Senqu Local Municipality Eastern Cape 176 0.23% Setsoto Local Municipality Free State 33 0.23% Greater Tubatse Local Municipality Limpopo 35 0.24% Nkomazi Local Municipality Mpumalanga 36 0.25%

Total number Local Municipality Province of employees %

Jozini Local Municipality Kwazulu Natal 41 0.28% Intsika Yethu Local Municipality Eastern Cape 42 0.29% Modimmolle Local Municipality Limpopo 43 0.29%

Tswaing Local Municipality North West 43 0.29% Mogale City Local Municipality Gauteng 61 0.42% Ratlou Local Municipality North West 63 0.43%

Mnquma Local Municipality Eastern Cape 71 0.48% Ditsobotla Local Municipality North West 71 0.48% Emfuleni Local Municipality Gauteng 72 0.49%

Engcobo Local Municipality Eastern Cape 77 0.53% Bushbuckridge Local Municipality Mpumalanga 81 0.55% Polokwane Local Municipality Limpopo 82 0.56%

Merafong City Local Municipality Gauteng 87 0.60% Thulamela Local Municipality Limpopo 88 0.60% Matatiele Local Municipality Eastern Cape 98 0.67%

Geater Giyani Local Municipality Limpopo 108 0.74% Mangaung Metropolitan Municipality Free State 113 0.77% Ekurhuleni Metropolitan Municipality Gauteng 119 0.81%

Mhlontlo local municipality Eastern Cape 122 0.83% Ga-Segonyana Local Municipality Northern Cape 125 0.85% Local Municipality of Madibeng North West 126 0.86%

Naledi Local Municipality, North West North West 127 0.87% City of Tshwane Metropolitan Municipality Gauteng 146 1% Karoo Hoogland Local Municipality North West 1 0.01

Matjhabeng Local Municipality Free State 148 1.01% Buffalo City Metropolitan Municipality Eastern Cape 151 1.03% Sakhisizwe Local Municipality Eastern Cape 17 1.20%

Umzimvubu Local Municipality Eastern Cape 178 1.21% City of Johannesburg Metropolitan 188 1.28% Municipality Gauteng Port St. Johns Local Municipality Eastern Cape 207 1.41% City of Matlosana Local Municipality North West 212 1.45% Kagisano-Molopo Local Municipality North West 213 1.45% Ntabankulu Local Municipality Eastern Cape 212 1.45% Greater Taung Local Municipality North West 270 1.84% Ingquza Hill Local Municipality Eastern Cape 337 2.30% Mahikeng Local Municipality North West 425 2.90% Mbashe Local Municipality Eastern Cape 524 3.58% Ramotshegare Moiloa Local Municipality North West 668 4.56% Moses Kotane Local Municipality North West 961 6.56% King Sabata Dalindyebo Local Municipality Eastern Cape 989 6.75% Nyandeni Local Municipality Eastern Cape 1015 6.93% Rustenburg Local Municipality North West 1810 12.35% SADC SADC 2778 18.95% Grand Total 14656

Rustenburg Local Municipality, which is the host Municipality, has a higher number of employees followed by Nyandeni Local Municipality.

Note: Data drawn at end March 2015.

0.10% Eastern Cape

0% Free State 19% 1% 30% Gauteng

Kwazulu Natal

Limpopo 5% 35% Mpumalanga 4% North West

Northern Cape 1% 2% 3%

The highest number (35%) of employees comes from the North West Province, which is the host province. This is followed by the Eastern Cape (30%), which is historical as in the past many of the mine workers came from a specific area in the Eastern Cape Province.

Source of Rustenburg Mines

18.95 14.64 Host Province Mine Community 20.31 Other Foreign Countries Other Provinces SADC 46.05 0.05

The mine procures most of its labour from within South African borders and almost a third (46.05%) from other provinces and SADC.

2. HRD Executive Summary

This SLP for Rustenburg Platinum Mines Limited, referred to as the Rustenburg Section, is the second submission following after the one covering 2010-2015 which was approved in July 2010. This SLP covers the following Production areas and Plant:

Bathopele Mine Thembelani Mine (Khuseleka Shaft & Thembelani Shaft) Siphumelele Mine, and, Rustenburg Concentrators (Retrofit and UG2)

This plan covers all the areas which were previously covered in the first Social and Labour Plan, but excludes part of the Pooling Sharing Area with Aquarius which will be covered in another plan.

Rustenburg Section is in the process of being craft out from Rustenburg Platinum Mines Limited and therefore may need to amend the SLP after the process has been finalised.

The SLP has been compiled as a commitment to contribute towards the advancement of Socio-economic welfare of South Africans with special focus on the social and economic impact that the operation has on the surrounding communities, as well as rural communities from which migrant labour tends to be drawn. This Company recognises that minerals are non-renewable, hence the SLP also focuses on managing the impact of eventual downscaling and closure as part of strategic business planning. The SLP makes further provision for the development of historically disadvantaged employees as well as equipping members of the surrounding communities through various different training interventions.

This plan has been developed in terms MPRDA Regulation 46 (a-f) of the MPRDA.

Under normal circumstances this SLP should be making reference to the Mining Charter applicable at the time. The 2010-2014 Mining Charter has not yet been developed and as such this SLP seeks to improve on the targets which were set in the previous SLP. Should a new Mining Charter be developed, this SLP will be duly amended to comply with the new targets.

In alignment with the spirit of the Mining Charter and the previous SLP, this SLP will cover pillars the Human Resources Development, Employment Equity, Procurement, Housing, Local Economic Development, Management of Downscaling and Retrenchments.

This document is divided into six sections.

Human Resource Development Programme (HRD) (REGULATION 46 (b)

The HRD strategy takes cognisance of the skills demand and supply for skills in the mining industry in Rustenburg with specific reference to scarce and critical skills. The development of HDSA leadership, including creating an ongoing pipeline f HDSA leadership, is a key strategic focus area.

HRD is managed across all levels of employment and is also considered a critical component for achieving 8

the mine’s employment equity targets. Consequently, the mine’s HRD plans are continuously aligned with the Workplace Skills Plans (WSP) and integrated into the long-term business plan to cover the organisation’s short-term, medium-term and long-term human capital development requirements.

The mine is committed to ensuring that its workers, inclusive of contractor employee, are given the opportunity to acquire skills and competencies in order to achieve both individual and organisational goals in the context of the mine’s operational and local economic development’s objectives.

HRD Framework

The mine’s HRD plans are aligned to the mine’s business plan. The development of future HDSA leadership is very key and strategic to the survival of the mine.

The above figure shows how the mine’s business plan, its projected labour requirements, its WSPand its employment equity targets are superimposed on each other to create a skills development framework. The date in Form Q and Form S indicate the areas whereby identified talent pool employees are trained and fast tracked.

2.1 Skills Development

Rustenburg Section complies with the Skills Development Act and Skills Development Levies Act.

Name of SETA Mining Qualifications Authority

Registration number with the relevant SETA L690713724

Has your company appointed a Skills Development Gavin Brink Facilitator? If yes provide name

To which institution have you submitted your MQA workplace skills plan?

Proof of submission of Workplace Skills Plan Attached Annexure A

The Skills Development Plan outlines how employees will be offered the opportunity to: i. Become functionally literate and numerate; ii. Participate in learnerships; iii. Participate in skills programmes; iv. Acquire portable skills; and v. Participate in various other training initiatives.

The plan includes a range of initiatives from the ‘Breakthrough to Literacy’ programme through to postgraduate education. These programmes will be consistent with the requirements of the National Qualifications Framework (NQF) and the Mining Qualifications Authority (MQA). The purpose of the Skills Development Plan is to assess and formally record the current levels of skills and educational levels of all employees and to use this as a base for future skills development plans. These plans address the current skills and competency gaps on the mine and also have a special focus on the training needs of HDSAs, the fast-tracking of individuals within the talent pool and the various career path development and mentoring programmes.

Skills development in Rustenburg Section takes place at the various Company-wide training centres such as the Anglo American Platinum Development Centre (ADC) in Rustenburg and Engineering Skills Training Centre (ESTC) in Randfontein, as well as at each of the specific operations. All training centres employ development practitioners and training staff and each of the centres has both ISO certification and MQA accreditation ensuring that the training provided meets national requirements.

The Skills Development Plan complies with skills development legislation, and includes the regular submission of the Workplace Skills Plan (WSP) and Annual Training Report (ATR). This includes the paying and claiming of levies and grants with the relevant Sector Education and Training Authority (SETA) with which the operation is registered, i.e. the Mining Qualifications Authority (MQA).

The attraction, retention and development of high-quality professional staff to manage and lead are a key element to the mining operation’s long-term success. The ongoing shortage of certain critical skills in the mining industry in South Africa combined with mine’s need for this has highlighted the importance of proper talent management and people development.

The figure (Form Q) below provides an indication of the number and educational levels of both the Rustenburg Section employees and contractor employees.

Number and Education Level of all Rustenburg Section, Employees as per Form Q (Regulation 46 (b) (i) Male Female Total NQF Planned as per Band Level envisaged organogram African Coloured Indian White African Coloured Indian White Male Female

No Schooling 4,325 5 0 27 150 1 0 6 4,357 157

Grade 0 / Pre 646 0 0 0 9 0 0 0 646 9 Grade 1 / Sub A 757 1 0 0 7 0 0 0 758 7 Grade 2 / Sub B 0 0 0 0 0 0 0 0 0 0 General Education Grade 3 / Std 1 / ABET 1 1,221 5 0 0 25 0 0 1 1,226 26 and 1 Grade 4 / Std 2 155 0 0 0 0 0 0 0 155 0 Training (GET) Grade 5 / Std 3 / ABET 2 416 4 0 1 31 0 0 0 421 31 Grade 6 / Std 4 245 0 0 0 0 0 0 0 245 0 Grade 7 / Std 5 / ABET 3 363 0 0 0 2 0 0 0 363 2 Grade 8 / Std 6 212 0 0 1 0 0 0 0 213 0 Grade 9 / Std 7 / ABET 4 310 0 0 3 5 0 0 0 313 5 Further 2 Grade 10 / Std 8 / N1 597 0 0 10 97 0 0 2 607 99 Education 3 Grade 11 / Std 9 / N2 and 1,044 2 2 202 222 1 0 4 1,250 227 Training 4 Grade 12 / Std 10 / N3 (FET) 1,907 15 2 186 760 3 0 43 2,110 806 Higher Certificates and 5 Advanced 185 2 0 123 99 1 0 11 310 111 Diploma and Advanced 6 Certificates 46 1 0 14 20 0 0 2 61 22 Bachelor’s Degree and Higher 7 Advanced Diplomas 46 0 0 17 17 0 1 1 63 19 Education Honours degree, and Postgraduate Diploma Training 8 and Professional (HET) Qualifications 14 0 1 10 7 0 0 1 25 8 9 Master’s degree 1 0 0 3 0 0 0 0 4 0 10 Doctoral degree 0 0 0 0 0 0 0 0 0 0 Total 12,490 35 5 597 1,451 6 1 71 13,127 1,529

Number and Education Level of all Rustenburg Section, Contractor Employees as per Form Q

Male Female Total NQF Planned as per Band Level envisaged organogram African Coloured Indian White African Coloured Indian White Male Female

No Schooling 1,611 8 1 171 144 3 0 34 1,791 181 Grade 0 / Pre 0 0 0 0 0 0 0 0 0 0 Grade 1 / Sub A 5 0 0 0 0 0 0 0 5 0 Grade 2 / Sub B 1 0 0 0 0 0 0 0 1 0 General Education Grade 3 / Std 1 / ABET 1 4 0 0 0 0 0 0 0 4 0 and 1 Grade 4 / Std 2 2 0 0 0 0 0 0 0 2 0 Training Grade 5 / Std 3 / ABET 2 0 0 0 0 0 0 0 0 0 0 (GET) Grade 6 / Std 4 0 0 0 0 0 0 0 0 0 0 Grade 7 / Std 5 / ABET 3 6 0 0 1 0 0 0 0 7 0 Grade 8 / Std 6 5 0 0 1 0 0 0 0 6 0 Grade 9 / Std 7 / ABET 4 3 0 0 1 0 0 0 0 4 0 Further 2 Grade 10 / Std 8 / N1 8 0 0 2 0 0 0 0 10 0 Education 3 Grade 11 / Std 9 / N2 and 136 3 1 91 5 0 0 0 231 5 Training 4 Grade 12 / Std 10 / N3 (FET) 99 1 0 39 19 0 0 5 139 24 Higher Certificates and 5 Advanced 17 1 0 10 1 0 0 0 28 1 Diploma and Advanced 6 Certificates 2 0 0 0 0 0 0 0 2 0 Bachelor’s Degree and Higher 7 Advanced Diplomas 1 0 0 0 0 0 0 0 1 0 Education Honours degree, and Postgraduate Diploma Training 8 0 0 0 0 0 0 0 0 0 0 and Professional (HET) Qualifications 9 Master’s degree 0 0 0 0 0 0 0 0 0 0 10 Doctoral degree 0 0 0 0 0 0 0 0 0 0 Total 1,900 13 2 316 169 3 0 39 2,231 211

2.2 Illiteracy Level and ABET Needs

Literacy is a key component for all employees in enabling them to have the opportunity to acquire skills and knowledge and with the current high levels of illiteracy, employees and contractors are afforded opportunities to participate in ABET to increase their level of literacy. The number of employees that do not have an ABET 3 qualification inclusive of contractor employees amounts to 8,194.

The table below summarises the literacy and numeracy status of the permanent and contractor workforce as at 31 May 2015.

ABET Level Permanent Employees Contractor Employees Total Need

No Schooling 4,514 1,972 160

ABET 1 1,252 4 495

ABET 2 452 0 385

ABET 3 365 7 331

ABET 4 318 4

The operation acknowledges the obligation to uplift the literacy levels of all those employees who have not achieved an ABET Level 3 qualification or above, and have offered the opportunity to obtain such a qualification to the majority of functionally illiterate employees. There is a commitment to improve the skills levels of all employees, as well as developing their full potential toward safer and more efficient work practices. All employees are continuously informed about the personal and career advantages of furthering their educational levels. All employees who register for ABET training are then assessed through recognition of prior learning (RPL) processes and the most appropriate placement level from which to begin further studies is recorded.

Definition: Adult Basic Education and Training

ABET is broken down into the following levels:

 Basic Oral;  ABET level 1 (literacy and numeracy at Standard 1/Grade 3);  ABET level 2 (literacy and numeracy at Standard 3/Grade 5);  ABET level 3 (literacy and numeracy at Standard 5/Grade 7); and  NQF level 1 (ABET Level 4) (equivalent of Standard 7/Grade 9) (see note below).

In terms of the ABET 4 or NQF Level 1 category, the NQF Level 1 qualification provided for under the auspices of the Mining Qualifications Authority has been phased out and hence there are no targets for this level. In respect of this there are some learners still completing the NQF Level 1 qualification (teach-out period) and these would be reported on without reflecting targets for the future.

In addition to the above, a key principle of the SLP is to show potential learning progression on a continuum for illiterate employees towards literacy and entrance into further qualifications. As such, if we have and plan to have employees enrolled on Foundational Learning Competence (FLC) training, they will be reflected in the targets and progression towards achieving the targets for FLC, as this is a progression towards entrance to further qualifications.

2.2.1 ABET Training Planned

Out of the overall workforce of 17,098 employees including the contractors, the mine will be offering 1,553 illiterate employees and contractors the opportunity to be functionally literate and numerate by 2020. The mine commits to continuously reassessing the workforce educational profile and to formulating a plan to offer the same opportunity to all illiterate employees.

2.2.1.1 Training Planned – ABET Full-Time Enrolled Employees

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target ABET 1 13 18 18 18 18 85 ABET 2 16 18 18 18 18 88 ABET 3 15 14 14 14 14 71 ABET 4 13 13

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 4 15 21 20 20 80 Competence (FLC) Total number 4 15 21 20 21 80

2.2.1.2 Training Planned – ABET Own-Time Enrolled Employees

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target ABET 1 130 70 70 70 70 410 ABET 2 102 38 38 39 35 252 ABET 3 87 32 32 32 32 215 ABET 4 26 26 Total number 345 140 140 141 137 903

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 3 55 55 20 20 153 Competence (FLC) Total Number 3 55 55 20 20 153

2.2.1.3 Training Planned – ABET Full-Time Contractor Employees Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target 0 0 0 0 0 0 ABET 1 0 0 0 0 0 0 ABET 2 0 0 0 0 0 0 ABET 3 0 0 0 0 0 0 ABET 4

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 0 0 0 0 0 0 Competence (FLC)

Total Number 0 0 0 0 0 0

2.2.1.4 Training Planned – ABET Own-Time Contractor Employees Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target ABET 1 5 10 10 10 10 45 ABET 2 5 10 10 10 10 45 ABET 3 5 10 10 10 10 45 ABET 4 5 5

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 0 5 5 5 5 20 Competence (FLC) Total Number 0 5 5 5 5 20

2.2.1.5 Training Planned – ABET Full-time Community

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target ABET 1 0 0 0 0 0 0 ABET 2 0 0 0 0 0 0 ABET 3 0 0 0 0 0 0 ABET 4 0 0 0 0 0 0

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 0 0 0 0 0 0 Competence(FLC)

Total Number 0 0 0 0 0 0

2.2.1.6 Training Planned – ABET Own-Time Community

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015 2016 2017 2018 2019 target ABET 1 17 17 17 17 17 85 ABET 2 17 17 17 17 17 85 ABET 3 17 17 17 17 17 85 ABET 4 15 15

Targets and Timelines

ABET Level Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Foundational Learning 0 17 17 17 17 68 Competence (FLC) Total Number 0 17 17 17 17 68

ABET Implementation Plan

Besides offering ABET classes to employees, the operation will expand its learning interventions into the wider mine community. This will form part of a strategy to enable members of the mine community to access further education opportunities, with 338 community members who will be admitted to own-time ABET classes for the duration of this SLP, of which a large proportion will be women from the immediate surrounding communities.

Full-time ABET Plan

Full-time ABET refers to the arrangement in which the employee is relieved of his or her normal duties and attends ABET classes on a full-time basis. The following action steps will enable Rustenburg Section to achieve the ABET full-time targets:

a) A commitment has been made by management to offer an average of 67 employees per year the opportunity to attend ABET classes on a full-time basis, with full salaries and ex-gratia bonuses, and to pay for replacement labour; b) All production areas have been tasked with nominating potential learners. These employees first go a. through the RPL (recognition of prior learning) assessment before being placed into full-time ABET; c) Employees that are highly trainable will, together with ‘high flyers’, be identified from the own-time programme, and are offered the opportunity to enrol for full-time ABET. These employees could be fast-tracked into supervisory positions through various talent pool interventions.

Own-time ABET Plan

Own-time ABET refers to the arrangement in which the learner attends ABET classes in his or her own time. The following action steps have been undertaken to enable Rustenburg Section to achieve the ABET own- time targets:

a) Provide fully equipped and furnished ABET centres. b) ABET centres have the capacity to provide three training sessions per day for own-time training. c) Budgets will be prepared and aligned to meet the mines’ own-time targets. d) There are computers at each ABET centre for use by learners. e) All ABET centres have formal assessment rooms.

Infrastructure and capacity

The operation will operate full-time and own-time courses as a way of addressing the illiteracy challenge. Suitably qualified facilitators will be sourced to ensure that quality teaching and learning take place in ABET classes with a facilitator-learner ratio of 1:25. Teaching materials will be supplied by a service provider

accredited by the Mining Qualifications Authority (MQA). Due to budgetary constraints and limited ABET resources, community and contractor ABET opportunities will only be for own-time classes.

Marketing and enrolment

The number of employees enrolled for ABET own-time training has not yet reached the desired number that is required to fully address the illiteracy problem. To be able to increase the number of employees enrolling for ABET, the following initiatives will be put in place:

a) Increased management involvement, particularly from production management and heads of department, will boost the campaign to increase adult education enrolment. b) The ABET sub-committee will provide pamphlets for information-sharing sessions. c) Facilitators should provide progress reports on learners (both own-time and full-time) to their Supervisors and Departmental Heads. d) Employees that ‘drop out’ of the own-time programmes will be paraded in order to help in getting them back into the classroom. e) Incentive options for own-time ABET learners to attend classes will be investigated since the returns to the Company could be a more literate workforce, a larger pool of talent, enhanced productivity, and safety through better communication. f) Practical initiatives (in progress):

i. Recruitment drives will be carried out to increase own-time attendance. ii. Certification ceremonies will be hosted at all centres to celebrate competencies and to motivate learners to continue. iii. Monthly articles and photos on ABET will be published in various internal magazines. iv. Roadshows at operational levels to promote ABET. v. ABET banners displayed in strategic areas with benefits of ABET.

2.3 Core Business Training (Mining, Engineering, MRM)

Core business training is defined in respect of legislation as that which relates to mining, engineering and process (excluding learnerships). It is imperative that the operation focuses on ensuring that all employees are adequately trained and competent in the core training for the respective roles that they perform.

Targets and Timelines

Field/Area of Training Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 2016/2 2018/2 2019/2 2015/2016 2017/2018 5-year target 017 019 020 Mining 493 403 383 383 384 2,046 Engineering 109 81 83 82 82 437 MRM 31 8 8 4 4 55 Total Number 633 492 474 469 470 2,538

Apart from core business training, there are specific training interventions that support core business offered per discipline, i.e. HR, HRD, Safety, Health and Environment, Protection Services and Concentrators.

2.3.1 Core Business Training (Support Services)

Targets and Timelines

Field/Area of Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Training 5 year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target HR 38 3 3 3 3 50 HRD 6 2 2 1 1 12 Safety 320 298 306 286 297 1,507 Protection Services 22 15 15 14 14 80 Concentrator 40 42 34 46 34 196

Total Number 426 360 360 350 349 1,845

2.4 Learnerships

2.4.1 Learnerships (Internal Mining)

Learnerships (internal) – a learnership is a structured learning programme that is registered with the Department of Labour in which a learner obtains practical work experience of a specified nature and duration which leads to a qualification registered on the NQF that can be related to an occupation. Internal refers to learners that are employees of Anglo American Platinum (S18.1). Also included in this category are all internal learners that embark on a registered apprenticeship as defined in the Skills Development legislation.

Targets and Timelines Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Field/Area of Training 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 New New New New New Intake Cont. Cont. Cont. Cont. Intake Intake Intake Intake National Certificate Mining Operations UG Hard Rock 27 0 0 0 0 0 0 0 0 Conventional NQF 2

National Certificate Rock Breaking Mining NQF 3 14 0 0 0 0 0 0 0 0 Conventional National Certificate Mining Operations UG Hard Rock 0 0 0 0 0 0 0 0 0 Mechanised NQF 2 National Certificate Rock Breaking Mining NQF 3 6 0 0 0 0 0 0 0 0 Mechanised

25 0 25 0 25 0 25 0 DMR Blasting Certificate

Total Number 41 25 0 25 0 25 0 25 0

The above table (Internal Mining Learnership 18.1) reflects only targets for the DMR Blasting Certificate (this is a one-year programme) which starts from 2016 onwards. To this effect, the following programmes – National Certificate Mining Operations UG Hard Rock Conventional NQF 2, National Certificate Rock Breaking Mining NQF 3 Conventional and National Certificate Mining Operations UG Hard Rock Mechanised NQF 2 – will be discontinued and are thus not planned for.

2.5 Learnerships

2.5.1 Learnerships (Internal Engineering)

Targets and Timelines

Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Field/Area of Training 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

New New New New New Intake Cont. Cont. Cont. Cont. Intake Intake Intake Intake NCert: Engineering Fitter and Turner LS 8 8 8 6 16 6 6 8 4

NCert: Engineering 5 3 5 3 8 3 4 3 Rigger LS 1

NCert: Engineering 5 4 5 4 9 3 3 4 3 Electrician LS

NCert: Engineering

Diesel Mechanic LS

NCert: Engineering 0 0 0 1 0 0 1 0 1 Auto Electrician LS

NCert: Engineering 4 3 4 3 7 3 2 3 3 Boilermaker LS

NCert: Engineering Motor, Control and 1 0 1 0 1 1 0 0 1 Instrumentation LS

Total Number 23 18 23 17 41 16 12 19 15

The above table (Internal Engineering Learnership 18.1) depicts Engineering learner targets for a programme that runs for three years. To this effect, the learners who enter the programme in year one (e.g. 2015) will be on the programme for two more years, i.e. 2016 and 2017, to complete the programme. The same will apply to the 2016 intake going forward.

2.5.2 Learnerships (External Engineering)

External refers to learners that are not employees of the Company (S18.2). Also included in this category are all external learners that embark on a registered apprenticeship as defined by the Skills Development legislation.

Target and timeline

Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Field/Area of Training 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

New New New New New Intake Cont. Cont. Cont. Cont. Intake Intake Intake Intake NCert: Engineering Fitter and Turner LS 4 4 4 4 8 4 4 4 4

NCert: Engineering 1 1 1 1 2 1 1 1 1 Rigger LS

NCert: Engineering 4 4 4 4 8 4 4 4 4 Electrician LS

NCert: Engineering 0 0 0 0 0 0 0 0 0 Diesel Mechanic LS

NCert: Engineering 0 0 0 0 0 0 0 0 0 Auto Electrician LS

NCert: Engineering 3 3 3 3 6 3 3 3 3 Boilermaker LS

NCert: Engineering Motor, Control and 1 1 1 1 2 1 1 1 1 Instrumentation LS

Total Number 13 13 13 13 26 13 13 13 13

The above (External Engineering Learnership 18.2) depicts Engineering learner targets for a programme that runs for three years. To this effect, the learners who enter the programme in year one (e.g. 2015) will be on the programme for two more years, i.e. 2016 and 2017, to complete the programme. The same will apply to the 2016 intake going forward.

Learnership Implementation Plan

2.6 School Support and Post-Matric Programmes

Targets and Timelines

Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Field/Area of Training 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

New New New New New Intake Cont. Cont. Cont. Cont. Intake Intake Intake Intake

Post-Matric This deliverable is covered in detail under Section 3, 3.5.2 Education and Skills Development

Engineering 15 10 10 10 10 Learnerships

Hospitality 12 10 10 10 10 Learnerships

Learner Development

Educator Development

School Leader & Management Development This deliverable is covered in detail under Section 3, 3.5.2 Education and Skills Development

School Safety, Environment & Welfare

Learning and Teaching Support Material

Total Number 27 20 20 20 20

School Support and Post-Matric Programmes Implementation Plan:

The main objective of these programmes is:

To build content and pedagogical knowledge/capacity of teachers, content knowledge of learners and management capability of school leadership (75 trainees/year X 5 years = 375 trainees).  Extension of 2015 teacher, learner and leadership development.  To build teacher content and pedagogical gaps (gateway subjects) with minimal impact on contact time.  Supplement Grade 12 - 2015 learners’ content gaps (Mathematics, English, Physical Science, etc.) with access to ‘extra education digital support’.

 Supplement GET and FET learning and teaching.  Supplement LTSM Shortages.  Facilitate curriculum advisor and peer support and collaboration (24/7/365).  Provide access to supplementary education digital resources.  School, circuit and district leadership and management training.

All these programmes will be run in full consultation with stakeholders.

2.7 Portable Skills

Portable skills can be referred to as those skills that relate to industries outside of the mining industry that can be used to improve earning capacity during the life of mine and in the event that downscaling and retrenchments might occur. It also assists the affected employees with alternative forms of employment or sustainable livelihood opportunities.

Targets and Timelines

Field/Area of Training Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines

5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Portable Skills Training 45 45 45 45 45 225 Interventions Total Number 45 45 45 45 45 225

The operation recognises that mining has a limited lifespan and that the demands of the business could require a reduction in human resources in the future. The organisation’s Human Resources department strategy is of such a nature that employees are continually exposed to skills and competencies that will enable them to enhance their skill to apply internally or externally to the mining industry, and/or enable them to utilise the skill to be financially self-sustaining in any sector.

Portable skills training strategy will be applied at two levels:

1. The portable skill will firstly be implemented by providing the skills which are functional and important during the life of mine. The skills should be supplementary to the core business of the operation. The programmes identified should be determined by the needs and interests of the employees and the delivery capacity of the operation.

2. Secondly, the organisation will make provision to train employees on non-mining-related skills at times of potential retrenchment, downsizing or mine closure. In the event of changes in the market conditions which necessitate potential retrenchment, downsizing or closure, the Company will create a portable skills fund to cater for the training of those identified or affected by such conditions.

The following action steps will be taken.

Portable skills during the life of mine:

i. The HRD department, through HRD Officers and contracting companies, will identify individuals who

should go through the identified programmes. ii. These skills will be catered for as part of the workplace skills plan. iii. These training interventions may be offered to employees approaching retirement age.

2.8 Form R: Hard-to-fill vacancies

Occupational level Job title of vacancy Main reason for being unable to fill the vacancy

Top management N/A N/A

Senior management

Professionally qualified and experienced specialists and mid-management

Employment Skilled technical and Electricians, Fitters, benefits and academically qualified Instrumentation Industry workers, junior Technicians, Stopers, competition & management, supervisors, Boilermakers, Winding Lack of foremen and Engine Drivers experienced superintendents candidates

Semi-skilled and discretionary decision making

Unskilled and defined decision making

For the five-year SLP period under review, the Company has not experienced any difficulty in sourcing for senior and middle management positions. The assumption is that the trend of retention and status quo on turnover will remain. With regard to semi-skilled and unskilled labour, we have experienced a relatively low turnover and have managed, through our in-house recruitment and development programmes, to maintain stability in this area. The challenge is, however, in the following skills – technical and academically qualified workers, junior management, supervisors, foremen and superintendents. Plans are in place, through our learnership and management development programmes over the next five years, to stabilise the needs in this area.

2.9. Career Progression (Path) Plan (Regulation 46 (b) (ii))

2.9.1 Provide career development matrices of each discipline (as per annexure 2.9.1)

2.9.2 Comprehensive Career Progression Plan

The intent of this section is to illustrate how, through upward career mobility of talent/capacity pool employees through the various occupational levels, the operation will achieve its Business Plan requirements and reach Employment Equity Targets by 2020 and beyond.

Career Progression Planning reflects a pool of employees that have been identified (from the talent pool and capacity pool) and developed, not only for their current roles, but for future potential roles that they can occupy. The purpose is to create readiness so that identified individuals can be able to occupy future potential roles.

There are developed generic competency matrices per job and career path matrices (flow charts) for all disciplines. The flowcharts for each occupation will guide the mine and its employees on a desirable path for career progression and the expected time frames necessary for achieving the various job levels after the qualification criteria have been met.

Role descriptions are outlined with respect to minimum job entry requirements, desirable qualifications and relevant courses aligned to national requirements, and the required duration to complete each step in the recommended career path for each position. Consideration is given to complexity, qualifications, previous experience and competence.

2.9.2.1 Career Progression Plan – Mining (Excluding Learnerships/Internal Bursars: Educational Assistance)

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Qualification Current Training to be No. of identified No. of identified No. of identified No. of identified No. of identified Position Intervention Achieved employees employees employees employees employees New Cont. New Cont. New Cont. New Cont. New Cont. Mine Mine Shift Overseer Overseer 7 0 6 0 6 0 6 0 6 0 Supervisor Certificate A Certificate & B Mine Mine Mine Managers Manager 3 0 3 0 3 0 3 0 3 0 Overseer Part A, B & C Certificate

Shift Shift Miner Supervisor Supervisor 18 0 18 0 18 0 18 0 18 0 Certificate Certificate

2.9.2.2 Career Progression Plan – Engineering (Excluding Learnerships/Educational Assistance)

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Qualification Current Training No. of identified No. of identified No. of identified No. of identified No. of identified to be Position Intervention employees employees employees employees employees Achieved New Cont. New Cont. New Cont. New Cont. New Cont.

Planned Maintenance Planned Artisan Officer Maintenance 3 0 2 3 3 5 2 5 2 2 Development Qualification Programme

Engineering Engineering Artisan/ Foreman Foreman 8 0 6 8 4 14 6 10 4 16 Foreman Certificate Certificate

Government Junior Foreman/ Certificate of Engineering 1 0 1 1 1 2 1 2 1 1 Artisan Competence Programme (GCC)

Government Government Junior Certificate of Certificate of 1 0 1 1 1 2 1 2 1 1 Engineer Competence Competence (GCC) (GCC)

Measurement Instrument Control and MC & I 3 0 1 3 0 4 1 5 0 1 Mechanician Instrumentati Certificate on Program

2.9.2.3 Career Progression Plan – HRD (ODETDP)

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Current No. of Training Qualification to be No. of identified No. of identified No. of identified No. of identified Position identified Intervention Achieved employees employees employees employees employees New Cont. New Cont. New Cont. New Cont. New Cont.

FET Certificate in FET Certificate in OD HRD Officer 2 0 3 0 3 0 3 0 3 0 OD ETDP NQF 4 ETDP NQF 4

National National Certificate in HRD Officer Certificate in OD 0 0 0 0 0 0 0 0 0 0 OD ETDP NQF 5 ETDP NQF 5

Diploma in OD Diploma in OD ETDP HRD Officer 0 0 0 0 0 0 0 0 0 0 ETDP NQF 5 NQF 5

2.9.2.4 Career Progression Plan – MRM

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 No. of No. of No. of No. of No. of Qualification to be Current Position Training Intervention identified identified identified identified identified Achieved employees employees employees employees employees New Cont. New Cont. New Cont. New Cont. New Cont. Chamber of Mines Chamber of Mines Certificate of Competence Certificate of Survey; Rock 5 0 5 0 5 0 5 0 5 0 Engineering; – all disciplines Competence – all Ventilation Elementary disciplines Elementary Chamber of Mines Chamber of Mines Certificate of Survey; Rock Certificate of Competence 5 0 5 0 5 0 5 0 5 0 Competence – all Engineering; – all disciplines Advanced disciplines Advanced Ventilation

2.9.2.5 Career Progression Plan - Management and Leadership Development

Management and leadership development is training that is undertaken for employees to enhance their supervisory, managerial and leadership competence. There are various different interventions that focus primarily on employees within the talent pool, particularly on those members of the pool that require certain skills to facilitate their progression into management.

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

Current Training Qualification to No. of identified No. of identified No. of identified No. of identified No. of identified Position Intervention be Achieved employees employees employees employees employees

New Cont. New Cont. New Cont. New Cont. New Cont.

Junior Junior Management Management Junior Programme Programme 8 0 8 0 8 0 8 0 8 0 Management (Capacity Pool – (Capacity Pool – D1) D1)

Programme for Programme for Middle Management Management 7 0 6 0 6 0 6 0 6 0 Management Excellence (Talent Excellence (Talent Pool – Band 6) Pool – Band 6)

Situational Situational Leadership Leadership Skilled (C1-C3) 7 0 6 0 6 0 6 0 6 0 (Capacity Pool – (Capacity Pool – Band 7) Band 7)

The following action steps will enable the achievement of the above targets:

a) Identify high-potential candidates from supervisory and junior managerial ranks based on their performance and individual development progress; b) During Career Development Panel sessions, candidates will be identified to attend further leadership programmes such as the Junior Management Programme and Programme for Management Excellence in conjunction with a leading South African business school; and 29

c) Specific individual needs identified during Individual Development Charter sessions will be addressed through attending short programmes at the Anglo American Platinum Development Centre covering areas such as personal and professional mastery, performance management, employee relations and employee communications.

2.9.2.6 Career Progression Plan – Safety

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

Training Qualification to be No. of identified No. of identified No. of identified No. of identified No. of identified Current Position Intervention Achieved employees employees employees employees employees

New Cont. New Cont. New Cont. New Cont. New Cont.

Safety Officer/ Full- COMSOC 1 & 2 COMSOC 1 & 2 9 0 6 0 4 0 4 0 5 0 Time Safety Rep Intro to Safety Officer/ Full- Intro to SAMTRAC 8 0 5 0 2 0 5 0 2 0 Time Safety Rep SAMTRAC SAMTRAC for Safety Officer/ Full- SAMTRAC for Mining 8 0 3 0 2 0 5 0 4 0 Time Safety Rep Mining

2.9.2.7 Career Progression Plan – Protection Services 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 No. of No. of Training Qualification to be No. of identified No. of identified No. of identified Current Position identified identified Intervention Achieved employees employees employees employees employees New Cont. New Cont. New Cont. New Cont. New Cont. Senior Manager PSIRA Grade A, PSIRA Certificate 1 0 0 0 0 0 0 0 0 0 (Band 6) Firearm certified

PSIRA Grade A, PSIRA Certificate, First Firearm certified PSIRA Middle Management Aid Certificate, 1 0 0 0 0 0 0 0 0 0 Grade A & First AID, Assessor Certificate Assessor

PSIRA grade B, PSIRA Grade B Skilled (C1-C5 roles) 3 0 3 0 3 0 2 0 2 0 Firearm, Assessor Certificate

2.9.2.8 Career Progression Plan – Finance

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

Training Qualification to No. of identified No. of identified No. of identified No. of identified No. of identified Current Position Intervention be Achieved employees employees employees employees employees

New Cont. New Cont. New Cont. New Cont. New Cont.

Finance Leadership Finance Band 6 and above 30 0 0 0 0 0 0 0 0 0 Academy Certificate

Finance Leadership Finance Band 5 Enhanced 10 0 10 0 0 0 0 0 0 0 Certificate Development Course Finance Leadership Finance Band 6 10 0 0 0 0 0 0 0 0 0 for Talent Population Certificate

2.9.2.9 Career Progression Plan – Process Operations

Processors Crushing Course Crushing Skills 0 0 10 0 0 0 0 0 0 0 Grade 2 L2 Programme

Processors Milling Course Milling Skills 0 0 10 0 10 0 0 0 10 0 Grade 2 L2 Programme

Processors Flotation Course Flotation Skills 10 0 0 0 10 0 10 0 10 0 Grade 2 L2 Programme

Concentrate Thickening of Processors Handling Course Slurry Skills 10 0 0 0 10 0 10 0 10 0 Grade 2 L2 Programme Water Tailings Processors Reticulation Handling Course 10 0 0 0 0 0 10 0 0 0 Grade 2 Skills L2 Programme Process Processors Process Supervisory Grade 1/ Supervisory Development 0 0 8 0 0 0 8 0 0 0 Process Development Programme Supervisors Programme Certificate Shift Leader Process Shift Leader Development Supervisors/ Development 0 0 2 0 0 0 2 0 0 0 Programme Shift Leaders Programme Certificate

During all the formal training programmes listed per each discipline above, which are 12 months in duration or longer, the operation will ensure that mentoring and coaching takes place. Learners will be assigned to coaches after attending training programmes in order for them to get further support and guidance. Senior training officers, officers and coordinators will serve as coaches to the lower entry-level employees.

Assessment processes have been introduced in Mining, Engineering and MRM to continuously evaluate and coach lower level employees within their real working environment. The methodology that is followed is also partly unit standard-based on the principle of Recognition for Prior Learning. This process will enhance the levels of competency and assist in identifying the potential for fast-tracking and feeding capacity pools.

2.10 Mentorship Plan (Regulation 46 (b) (iii)

Mentorship is a key process and tool in support of people development, Employment Equity, HR planning and performance management at Anglo American Platinum. In addition, mentorship and coaching support Anglo American Platinum’s career and succession management system, providing for a transfer of knowledge, work and life experiences under the formal or informal guidance of selected suitable individuals and competent role models who act as mentors.

2.10.1 Mentorship Plan with HDSA and Gender Breakdown

TARGET GENDER MENTORING YEAR CAREER PROGRAMMES NON- FEMAL DELIVER DURATION HDSA MALE HDSA E ABLES

2015-2019 Learnerships 3 years 178 44 151 71

2015-2019 Bursars 3 years 124 31 105 50

2015-2019 Graduates 3 years 136 34 116 54

2015-2019 Fast-tracking 2 years 20 0 10 10

Capacity Pool (D1 2015-2019 38 26 47 17 and below) Talent Pool (Band 2015-2019 37 25 46 17 6 and above)

2.10.1.1 Mentorship Targets

Targets and Timelines Field/Area of Training Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 2017/201 5-year 2015/2016 2016/2017 2018/2019 2019/2020 8 target Learnerships 60 43 40 40 39 222 Bursars 31 31 31 31 31 155 Graduates 34 34 34 34 34 170 Fast-tracking 4 4 4 4 4 20 Capacity Pool (D1 and below) 13 12 13 13 13 64 Talent Pool (Band 6 and above) 13 13 12 12 13 63 Total Number 155 137 134 134 134 694

The table above provides the current and future targets for establishing mentorship relationships for all employees in the various training and development programmes, i.e. learnerships, bursars, graduates, fast- tracking and capacity talent pool candidates, which is aimed at reaching the Employment Equity targets as well as meeting the staffing requirements for the future. The candidates that are in development programmes will be in mentorship programmes.

The following action steps will enable the achievement of the above targets: a) Mentors will be carefully selected and developed to ensure effective continuation of mentorship relations; b) Employees that are not participating in the mentorship programmes will be developed via standard development mechanisms, including relevant coaching by supervisors and Company coaching; c) Registered mentees and mentors participating in the mentorship programme will be given mentorship training; d) Needs identified as a consequence of the mentorship relationship will be reported to the direct supervisor via the mentee and included in the IDC; e) An agreement will be entered into regarding formal mentorship and will specify each Company or party’s expectations and commitments; and f) The mentorship systems will be reviewed regularly to ensure the effectiveness and efficiency of the mentoring system.

2.11 Bursary and Internship Plan

The Anglo American Platinum internal and external bursary schemes have, as their main aim, to provide both employees and external people with the opportunity to further their education, thereby either rendering them eligible for further development in line with their career progression route, or allowing them to join the graduate scheme.

2.11.1 Bursaries to be awarded (Internal – Educational Assistance)

Internal bursaries are available to all employees. Individuals must commit themselves to career development and the Company supports the initiatives. It is important to mention that studies within the educational assistance scheme are conducted on an own-time basis, normally through correspondence learning. The process will be implemented in line with the Company Educational Assistance Policy.

Targets and Timelines

Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines Field/Area of Training 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

New New New New New Intake Cont. Cont. Cont. Cont. Intake Intake Intake Intake

Mining 6 7 0 6 0 6 0 6 Engineering 7 6 0 7 0 7 0 7 0 MRM 8 10 0 8 0 8 0 8 0 HR 8 5 0 4 0 4 0 4 0 SHE 5 3 0 3 0 3 0 3 0 Finance 3 2 0 2 0 2 0 2 0 Protection 0 0 0 0 0 0 0 0 0 Services Processing 0 0 0 0 0 0 0 0 0 Total Number 37 33 0 30 0 30 0 30 0

The educational assistance scheme will continuously be aligned with the requirement of business, depending on the future requirements in terms of representation of HDSAs through the Mining Charter.

The following action steps will enable the operation to achieve the above targets:

a) To encourage current employees to progress their careers, internal bursaries will be available for qualifying employees; b) These will be granted on condition that the course of study is relevant to the employee’s current and future roles within the Company; c) The identification of candidates will be guided by succession planning and career management processes per discipline; d) The final approval of internal bursaries for identified employees and/or employees who apply will be given by their immediate supervisors and heads of department in consultation with the HRD Manager and any other relevant subject matter experts; and e) Such studies are to be undertaken through institutions recognised by the Company.

2.11.2 Bursary to be awarded (external)

External bursaries are awarded to people that are not currently employees of the Company. Anglo American Platinum has a well-established bursary scheme orientated towards the development of suitably qualified and competent people who, upon graduating, will be afforded professional career paths in the Company. Through this comprehensive and attractive bursary scheme, Anglo American Platinum will 35

develop its own young professionals. The emphasis of this scheme will be to identify high-potential young HDSA candidates.

Metallurgical 0 0 0 0 0 0 0 0 0 Engineering

Chemical Engineering 0 0 0 0 0 0 0 0 0

Geology 5 5 5 5 10 5 10 5 10 Mine Surveying 6 6 6 6 12 6 6 6 12 Rock Engineering 2 2 2 2 4 2 4 2 4 Mechanical/Electrical Engineering 11 11 11 11 22 11 22 11 22

Ventilation 1 1 1 1 2 1 2 1 2 Finance & Accountancy 4 4 4 4 8 4 8 4 8

Human Resources 0 0 0 0 0 0 0 0 0

Total Number 39 39 39 39 78 39 78 39 78

The Young Professionals Scheme, which consists of the Bursary Scheme and the Graduate Development Scheme, is aimed at filling critical skills gaps in core activities in line with critical skills shortages as identified in the hard-to-fill vacancies component (Form R). Accordingly, the Company will direct significant resources towards these schemes in terms of both direct financing and staff support.

The following action steps will enable the achievement of the above targets;

a) Bursaries will be advertised both internally as well as through national recruitment programmes annually. b) Commitment to 80% HDSAs being selected for these bursaries; 25% of these HDSA bursaries will be reserved for black women The highest calibre of young professionals will be attracted to meet staffing and Employment Equity requirements. This area is regarded as one of the mining operations’ strategic priorities, particularly in light of the skills shortages in the South African mining industry. c) The bursary scheme will be open to the broader public as well as employees’ children and relatives. d) The minimum selection requirement for Grade 12 learners will be 60% in Mathematics and Science. e) Candidates who meet the necessary academic requirements but who do not wish to undertake full- time tertiary studies will be offered more practically orientated bursaries in mining, mine ventilation

and occupational hygiene. In terms of the external bursary programme, the first phase will be to assess all new bursars in terms of readiness for full-time tertiary study and their suitability for the chosen career. Based on this assessment, they will be either routed into the Exposure Year or be channelled into full-time tertiary study. f) Full-time study at a tertiary institution is integrated with periods of practical training (as part of study programmes or during holiday breaks), and a graduate training phase. This is intended to equip the young professionals with all they will need to translate their previous development into top-class performance in the workplace.

2.11.3 Internships

The Internship Programme provides people from the surrounding communities with experiential learning in fulfilment of tertiary qualifications and also those that have a tertiary qualification so that they can be eligible to seek substantive employment.

Targets and Timelines Field/Area of Training Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target

Partial fulfilment in terms of qualification 0 0 0 0 0 0 (P1 & P2)

Workplace experience 0 0 0 0 0 0

JIPSA/NSA (RPM) 10 10 10 10 10 50

Total Number 10 10 10 10 10 50

Internship Implementation Plan

All identified interns will be provided with on the job training. They will be assigned with a coach and responsible manager. Logbooks will be kept and maintained in line with the requirements of the qualification.

2.11.4 Graduate Development Scheme

The Graduate Development Scheme, which forms part of the Young Professionals function, is aimed at filling critical skills gaps and HDSA targets in core activities at the professional level.

Targets and Timelines Field/Area of Training Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 target Mining Engineering 40 8 8 8 8 8 Metallurgical Engineering 0 0 0 0 0 0 Chemical Engineering 0 0 0 0 0 0 Geology 10 2 2 2 2 2 Mine Surveying 25 5 5 5 5 5 Rock Engineering 5 1 1 1 1 1 Mechanical/Electrical Engineering 65 13 13 13 13 13 Ventilation 5 1 1 1 1 1 Finance & Accountancy 5 1 1 1 1 1 Human Resources 0 0 0 0 0 0 Total Number 31 31 31 31 31 155

The following action steps will enable achievement of the above targets:

a) The number of graduate trainees per discipline to be engaged based on the staffing and HDSA targets for the next five years is assessed annually; b) Following a special national recruitment drive, the Company engages the successful applicants at the Anglo American Platinum Company Development Centre; c) These graduate trainees are then further developed by means of the discipline-specific Graduate Development Programmes for an average of 18 months; d) During the programme, they are provided with basic training, exposure and courses which will enable them to gain the core competencies and knowledge required by the operation; and e) Every graduate has an Individual Development Charter and an appointed mentor of whom appraisals are conducted biannually.

2.12 Employment Equity Plan

The two tables above reflect the workforce profile for permanent as well as contractor employees as at the end of March 2015 and it is reflected in terms of race and gender as required in the Employment Equity Regulations and the Mining Charter guidelines. The occupational levels used are as per the Employment Equity Act and the Mining Charter (2010-2014) Scorecard templates.

2.12.1 Form S, Permanent Employees

Male Female Disabled Foreign Nationals Total Occupational levels African Coloured Indian White African Coloured Indian White Male Female Male Female Senior Management 24 0 0 26 2 0 0 0 0 0 0 0 52 Middle Management 151 3 2 165 38 1 1 18 1 0 5 1 386 Junior Management 210 3 0 153 36 0 0 13 2 0 17 0 434 Core Skills 9,462 27 3 246 1,293 3 0 18 9 1 2,491 3 13,556 TOTAL PERMANENT 9,847 33 5 590 1,369 4 1 49 12 1 2,513 4 14,428 Non-permanent Employees 0 0 0 0 0 0 0 0 0 0 0 0 Grand Total 9,847 33 5 590 1,369 4 1 49 12 1 2,513 4 14,428

2.12.2 Form S, Contractor Employees Male Female Disabled Foreign Nationals Total Occupational levels African Coloured Indian White African Coloured Indian White Male Female Male Female Senior Management 8 0 0 19 0 0 0 0 0 0 0 0 27 Middle Management 16 0 0 49 3 1 0 2 0 0 2 0 54 Junior Management 23 0 0 37 0 0 0 2 0 0 3 0 65 Core Skills 1,717 13 1 225 165 2 0 35 0 0 137 1 2,296 TOTAL PERMANENT 1,764 13 1 311 168 3 0 39 0 0 142 1 2,442 Non-permanent Employees 0 0 0 0 0 0 0 0 0 0 0 0 0 Grand Total 1,764 13 1 311 168 3 0 39 0 0 142 1 2,442 39

2.12.3 Annual HDSA Progressive Targets, Permanent Employees

The targets have been developed in compliance with the Employment Act Regulations which expects employees to set progressive annual Employment Equity targets until the EAP (Employees Active Population) demographics’ equivalent of each race and gender is reached. The Mining Charter, which was released in 2010, has since expired in December 2014, but the operation has ensured that targets set are not lower than those.

Targets

Occupational Levels 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

Executive Management (Board) 0 0 0 0 0

Senior Management 50% 51% 51.3% 51.9% 52.6%

Middle Management 55.7% 56.5% 57% 57% 58%

Junior Management 60.8% 61.3% 61.9% 62% 63%

Core Skills 79.8% 78% 76% 73% 70%

Implementation for Employment Equity targets

1. Identify positions which will become vacant during the five years of the plan, using retirement age as a stepping stone. 2. Replace positions vacated by HDSAs with HDSAs, with more focus on the group with a high percentage of underrepresentation when compared to the EAP demographics. 3. Target positions left vacant by Non-HDSAs, who are overrepresented, and fill them with HDSAs accordingly. 4. Identify HDSAs with potential and develop them to become suitably qualified for positions which might become vacant. 5. Put more emphasis in the development of HDSAs in core and critical skills

6. Develop Employment Equity Plan in terms of the Employment Equity Act and accompanying Regulations. 7. Develop an Employment Equity and Skills Development Committee to be consulted on development of targets, implementation of the plan and reporting to the Department of labour 8. Remove all barriers which may be identified in the process of consultations in order to attract and retain HDSAs 9. Include attainment of the set targets in the managers’ performance agreements

3.1 Social and Economic Background Information of North West Province and Rustenburg Municipality (Regulation 46 (c) (i))

3.1.1 Overview of North West Province

North West Province is divided into four district municipalities, namely Bojanala, Dr Kenneth Kaunda, Dr Ruth Mompati and Taung. These district municipalities are made up of 21 local municipalities. The province recorded a total population of 3,271,948 and 911,120 households in Census 2007, making it the second smallest province in terms of population size. This compares with a total population of 3,193,676 and 816,643 households recorded in Census 2001.

Figure 1: Map 1 North West Province and its neighbours

Source: North West Government: Department of Finance and Economic Development (cited by LGDS 2005:1).

TOTAL NORTH WEST POPULATION

According to Census 2011, the population size of the North West had grown to 3,509,953 and 1,062,015 households recorded in 2011.

Education

The Department of Education has set strategic objectives in response to some of the systematic issues and pressing needs that are articulated in Action Plan 2014, which include the following:

1. The funding of special schools; 2. The need for greater access to special needs services for poor learners; 3. The need for a fundamental mindset shift in the way the schooling system regards special needs and disability; 4. The need to track the networking between special schools and full-service schools; 5. The capacity of districts to support ordinary schools with respect to specialist services and the loan of costly equipment; 6. The provision of responsive training to FET learners in order to increase access.

Below is the representation of the education profile of the province in numbers as sourced from Census 2011:

Statistics South Africa 13

6.2 Education

6.2.1 Highest level of education attained

Figure 6.2.1.1: Distribution of the population aged 20 years and older by highest level of education attained and district municipality – 1996, 2001 and 2011

% 20

0 1996 2001 2011 1996 2001 2011 1996 2001 2011 1996 2001 2011 1996 2001 2011 Bojanala Ngaka Modiri Molema Dr Ruth Segomotsi Mompati Dr Kenneth Kaunda North West No Schooling 17,2 15,1 7,6 29 26,9 17,0 37,6 38,6 21,4 18,7 16,6 10 23,0 20,7 11,8 Grade12/Matric 13,6 20,1 28,6 12,5 16,3 20,7 7,7 11,1 17,2 14,6 20,5 26,9 12,8 18,1 25,2 Higher 4,3 5,6 7,4 5,4 5,8 8,1 4,0 4,1 5,4 6,3 6,8 9,5 5,0 5,7 7,7

Figure 6.2.1.1 shows that the percentage of people with no schooling has declined significantly over time. This is also true for those who completed Grade12/Matric and Higher education. Bojanala and Dr Ruth Segomotsi Mompati consistently have the lowest and highest proportions of people with no schooling respectively. Health

The Department of Health’s strategic plan sets outs the following objectives forCe nthesus 20 1province:1 Municipal report , North West, Report 03-01-54

1. Ensure effective management of the district’s finances and assets; 2. Ensure the provision of quality healthcare services in districts; 3. Facilitate the process of continuous quality improvement (CQI); 4. Facilitate the appropriate appointment and development of human resources to ensure competent and performance-focused employees; 5. Ensure effective and appropriate organisational systems within districts; 6. Ensure the availability of suitable facilities in all districts; 7. Develop and maintain an appropriate referral system; 8. Establish and maintain appropriate governance structures at all health facilities; and 9. Facilitate decentralised management of districts.

Key Focus Areas

1. The promotion, protection and support of breastfeeding. 2. Micronutrient malnutrition control. 3. Disease-specific nutrition support, treatment, and counselling. 4. Growth monitoring and promotion. 5. Contribution to household food security. 6. Nutrition promotion, education and advocacy. 7. Human resource plan to strengthen institutional capacity and capabilities.

3.1.2 Overview of Rustenburg Local Municipality

Rustenburg Local Municipality is located in the centre of the Bojanala Platinum District with Madibeng Local Municipality (Brits area) to the east, Moses Kotane Local Municipality (Mankwe/Madikwe area) to the north, Kgetleng River Local Municipality (Swartruggens/Koster area) to the west, and the province of Gauteng to the south. There are 48 towns and settlements situated within Rustenburg Local Municipality. The town of Rustenburg, known as the Platinum Capital, and Thlabane are the main economic centres of the municipality. Within a distance of 20km from Rustenburg lie the four large residential urban areas of Phokeng, Luka, Kanana and Thekwane. These areas are, to a great extent, dependent on Rustenburg for employment and retail activity. Rustenburg and Thlabane are the largest centres of population concentration, employment opportunities and shopping facilities. The majority of the population of Rustenburg Local Municipality lives within Rustenburg and the four residential areas mentioned.

Below is the table illustrating the profile of the Rustenburg Municipality and the adjacent Moses Kotane Municipality.

PROFILE MOSES KOTANE RUSTENBURG

In 2001, the population size of In 2001, the population size of Rustenburg Moses Kotane was 237,175, was 387,096, growing to 549,575 in the growing to 242,554 in the 2011 2011 census, with the economically active POPULATION census, with the economically population growing from 71% to 72.5%. active population growing from 60.7% to 63.1%.

For every 100 males, there are For every 100 males, there are 0.821 GENDER 1.012 females, translating into a females, translating into a lower male higher male population in the area. population in the area.

In 2001, the population size with In 2001, the population size with no no schooling was 18.9%, dropping schooling was 11.8%, dropping to 5.4% in to 9.3% in 2011, while those with 2011, while those with Matric increased Matric increased from 18.4% in from 22.3% in 2001 to 31.4% in 2011. The EDUCATION 2001 to 27.6% in 2011. The population with higher education population with higher education increased from 6.3% to 8.4% from 2001 to dropped from 5.7% to 5.1% from 2011. 2001 to 2011.

The official unemployment rate in The official unemployment rate in 2011 UNEMPLOYMENT 2011 was 37.9%, with 47.4% of was 26.4%, with 11.8% of that population that population being the youth. being the youth.

In 2001, households were 61,759 In 2001, households were 113,394 and HOUSING and increased to 75,193 in Census increased to 199,044 in Census 2011. 2011.

Education: INFRASTRUCTURE  349 Primary Schools

PROFILE MOSES KOTANE RUSTENBURG

 127 Intermediary Schools  116 Secondary Schools  20 Combined Schools  2 Technical Colleges  1 University

3.2 Key Economic Activities (Regulation 46 (c) (ii))

3.2.1 Provide the Key Economic Activities of North West and Rustenburg Municipality

NORTH WEST PROVINCE

The North West Province is a medium-sized province in relation to the others in the country. The economy is small, with a 4.9% contribution to the national Gross Domestic Product (GDP). The province is characterised by high levels of poverty and unemployment as well as low literacy levels. These are some of the challenges that the province is faced with from an economic perspective.

Mining, tourism and agriculture have been identified as the main driving forces of economic development and prosperity together with associated manufacturing industries; however, job creation, diversification and poverty eradication still need to be improved. Second only to mining, agriculture is the most important economic activity in the North West Province.

Outside of the mining and minerals sector, private sector production activity is mostly limited to agriculture, food production and food security, industrial development and tourism. Water is a scarce natural resource and is often a limiting factor for development.

The PGDS activities, along with the general improved conditions of the national economy, have assisted in

maintaining positive trends with regard to the economic growth. The province has set an ambitious but achievable target of growing the economy from its current sluggish 2% to at least 6% in the next five years. In line with the National Development Plan, the long-term vision for the North West is to be the second largest economy in the country by 2030. The Premier has indicated that for the foreseeable future, mining shall continue to play an important part as a sector in the economy of the province.

RUSTENBURG

The official unemployment rate in 2011 was 14.6%, with 47.4% of that population being the youth.

3.2.2 Provide names of other mining companies that operate around your area of operation

There are a number of operators in the Bojanala District, which are mainly platinum mines.

Name of Mining Company Commodity

Samancor

Northam Mine Platinum

Tharisa Mining Platinum

Aquarius Platinum

Lonmin Platinum

Impala Platinum

Glencor

Royal Bafokeng Platinum Platinum

3.3 Negative Impact of the Mining Operation

If yes, how will you Yes No address it?

Relocation of people No Exhumation of graves No Influx of people No

Yes. Downscaling of operations Other and possible exit from the Rustenburg area.

3.4 Provide the Needs of the Area in Order of Priority

North West’s Strategic Objectives and Key Focus Areas

STRATEGIC OBJECTIVES PRIORITIES

The challenges to fight poverty and unemployment, Transversal priorities that must be promoted at all and improve the low level of expertise and skills, are levels of interaction in the province to support the both immediate and long-term, and require primary two macro goals are: goals for sustained growth and economic development as follows: 1. Growth and Investment: Physical infrastructure and technical support. 1. The Economic Goal requires an average economic 2. Agricultural and Rural Development: growth rate of 6.6% per annum, to halve Capacitate, empower cooperatives, emerging unemployment over a 10-year period. farmers and facilitate market access. 3. Mining and Energy: Work with the DMR to 2. The Poverty Eradication Goal to wipe out the achieve the Mining Charter and beneficiate. ‘basic needs’ backlog in accordance with the 4. Manufacturing: Beneficiation in jewellery provisions of the Constitution and prepare the poor making, etc. for future growth and development. 5. Tourism: Promote industry through cultural tourism, entertainment and hospitality industries as well as build human capacity. 6. Construction and Infrastructure: Use the state as a resource to drive transformation in the sector. 7. SMME: Promote small businesses with the objective of providing jobs. 8. Training and Skills Development: Invest largely in SMMEs and ED in the province.

Key Focus Areas Challenges

1. Financial health of the province through targeted The province faces the following socio-economic debt collection, specifically from provincial and strategic issues that need to be addressed: national state departments. 1. Unemployment 2. Building institutional capacity and accelerating 2. Poverty provincial human capital to stimulate economic 3. Economic growth growth and development. 4. HIV/AIDS prevalence 5. Food security 3. Brand North West has suffered major 6. Physical infrastructure reputational damage due to the bad conditions 7. Illiteracy of most of our roads. 8. Rapid population growth 9. Urbanisation and migration 4. Good governance through effective implementation of the Clean Audit targets and Auditor General’s recommendations.

Rustenburg Municipality Strategic Objectives and Key Focus Areas

STRATEGIC OBJECTIVES PRIORITIES

1. To ensure the good health of the community by providing comprehensive primary healthcare and ensuring the implementation of HIV/AIDS 1. Efficient provision of quality basic services programmes. and infrastructure within a well-planned 2. To promote safety and security. spatial structure. 3. To create an integrated ICT platform. 2. Drive diversified economic growth and job 4. To promote, attract and retain investors through creation. maximising private sector investment, forging 3. Ensure municipal financial viability and partnerships and creating conditions conducive to management. entrepreneurial activity and investment. 4. Maintain a clean, green, safe and healthy 5. To promote capacity building through skills municipal environment for all. development. 5. Transform and maintain a vibrant and 6. To maximise investment in social infrastructure. sustained rural development. 7. To encourage a diverse economic landscape and 6. Uphold good governance and public promote job creation for locals. participation principles. 8. To ensure sustainable environment management 7. Drive optimal municipal institutional and protection. development, transformation and capacity building.

CHALLENGES

1. High unemployment levels, lack of job opportunities and long-term dependency on government grants. 2. Non-payment of municipal services. 3. Dependency on mining and lack of diversification into other economic areas. 4. Poor city image – the entrance to the town has a negative impact on FDI and national investors. 5. Imported skills used by mines and misunderstanding of the concept of LED versus poverty alleviation.

3.5 Rustenburg Platinum Local Economic Development Plan

Background and Context

The sustainability of our mining activities depends on our ability to contribute to the well-being and prosperity of our host communities. The challenging social context in South Africa highlights the need for sustainable community development as both a commercial and a social imperative. Anglo American Platinum remains committed to the transformation and economic empowerment of the host communities of its operations. The empowerment is executed in partnership with the relevant stakeholders, particularly the members of the host communities. Broad stakeholder consultation and engagement was done as part of the development of this SLP.

Our strategic approach to community development

Inclusive stakeholder engagement underpins our approach to ensuring that we are respectful of human rights, and responsive to stakeholder aspirations and concerns in the communities in which we operate and from where we source labour. We are building durable relationships with these communities and delivering developmental benefits and opportunities aimed at increasing their capacity now and in the future.

Our strategic intent is:

 To create and deliver sustainable value to our stakeholders;  To improve relations with stakeholders and the Company’s reputation; and  To create a sustainable business, communities and environments around our operations for the benefit of all stakeholders.

Most of our operations are located in rural areas characterised by low levels of formal economic activity, inadequate provision of infrastructure and poor levels of service delivery. Our mines represent a centre of socio-economic activity and an important source of welfare. Our approach to community development is based on understanding local contexts and using our core business to promote development. These activities typically involve:

 Developing local procurement and local suppliers;  Building local capacity;  Providing access to infrastructure, education and health facilities; and  Investing in enterprise and skills development.

Many of these programmes will be undertaken in partnership with non-governmental organisations (NGOs), communities and local governments.

Our Social Performance department works closely with our Sustainability, Supply Chain and Local Procurement departments to promote socio-economic upliftment in communities close to our operations and in the areas from which we draw our labour (Lesotho, Mozambique and South Africa’s Eastern Cape Province). We seek to align our social and infrastructure investment projects with South Africa’s National Development Plan (NDP). All our operations have functioning community engagement forums that meet at least quarterly. We continuously monitor the quality of our engagement and the structures and communication channels in place, especially at community level, to ensure that these are effective.

Our Stakeholders

Our approach to engaging stakeholders is based on:  Understanding and being responsive to the interests and concerns of our stakeholders is one of our principal priorities and challenges.  Maintaining effective stakeholder relations.

Our ability to create a sustainable business is inextricably linked to our stakeholders – most directly with our employees and the communities surrounding our operations, but equally with the stakeholders who indirectly affect, or are affected by, what we do, including governments, shareholders, partners and suppliers. We are committed to working with our stakeholders in government, business and civil society to promote good governance and the responsible use of mineral wealth, and to prevent corruption. We believe that establishing relationships built on trust and respect is fundamental to our ability to create value. The need to invest in building mutually beneficial relationships is of increasing importance given the fact that many stakeholders currently have low levels of trust in business generally. The five-month strike in the first half of 2014 deepened the already low levels of trust between mining companies, workers and their unions, and government. Our focus has been on re-establishing relationships and building and maintaining trust. Some of the key issues we have been addressing include:  Job security and the limited opportunities for local recruitment as a result of skills gaps.  Reputational and relationship damage to the industry as a result of strike-related violence and conflict.  Industry-wide issues such as migrant labour and employee housing and accommodation.  Communicating with government, employees, unions and communities regarding our intended sale of non-core assets.

Our stakeholder engagement processes are underpinned by the following strategic intents:

 To become a partner of choice in promoting integrated, sustainable local economic development in the provinces where we operate.  To build a reputation for consistent and reliable delivery – whether on production or on social or environmental commitments made to stakeholders.  To effectively engage stakeholders in obtaining the right to, and support for, safe and profitable PGM mining.

The following initiatives were identified through rigorous consultations and engagement with community, municipalities and relevant government departments.

3.5.1 Infrastructure Projects

PROJECT NO 1

PROJECT NAME Boikagong Primary School Renovation, Mfidikoe Primary FOCUS AREA and Tlhabane West extentions (admin Block, 5 Classrooms) INFRASTRUCTURE Creating an environment conducive for learning and teaching is one of the major priorities for our Government in their quest to improve the education system of the Country. Union Mine is committed to partnering with Government to facilitate and contribute towards schools infrastructure and whole school development in our host communities. Overcrowding is a challenge in most of the schools around the e Municipality. The Company has been partnering with the Department of Education in building additional classrooms renovating the abovementioned Schools. The construction will improve the infrastructure of these schools thereby constribute to the goal of making the School a more functional school. This BACKGROUND improvements in the infrastructure, we believe, will ultimately translate to the increase pass rate at the school. The improvements will make it easier for the teachers and learners to conduct their work effectively. Beneficiaries of this project will be the learners, teachers, and the community at large.

DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET Boikagong, SP Manager Bojanala Rustenburg Mfidikoe, 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 1,000,000 3,500,000 5,000,000 5,500,000 2,000,000 17,000,000 Project charter, stakeholder 1.Pre-stage initiation of the project mapping and approvals Q1 2. Pre stage planning and design of the project Project scoping and approvals Q2 - Q3 Renovations and extentions of 3. Compile procurement Boikagong and Mfidikoe Primary documentation and procure a Bid documentation & appointment and Tlhabane West extentions construction service provider for the of constrcution service provider Q4 schools in accordance with 4. Manage the construction process Project close-outconstruction and progress handover reports Q1 - Q4 Q1 - Q4 applicable specifications and 5. Project close out and handover report Q4 standards CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS SHORT TERM 30 15 45 10 jobs may be created during construction phase of the project MEDIUM TERM 0 LONG TERM 0

COMPLETION AND EXIT STRATEGY handover to DoE 53

PROJECT NO 2 PROJECT NAME WATER BORNE SANITATION - MFIDIKOE FOCUS AREA INFRASTRUCTURE

Rustenburg has a baglock on water and sanitation mainly in areas that has more shacks as a means of accomodation. People are exposed to health risks as the conditions are not BACKGROUND condusive. This project will provide the community of Mfidikoe will running sewer line connected to waste waste treatment plant. This will improve the quality of lives in this community and reduce the occurance of communicable dieseases and ultimately restore the dignity of communities in and around our operation. This project involves planning, procurement & design, and execution and commissioning and close-out. Ultimantetly, this project will be handed over to the municipality for operation & maintenance. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET SP Manager Bojanala RLM Mfidikoe 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 4,000,000 3,500,000 7,500,000 15,000,000 To install water borne sanitation 1.Review the existing status quo in the infrastructure in Mfidikoe in line area Status quo report Q1 - Q3 with national standards. 2. Design the required sewerage facility in accordance with analysis Design report Q4 Procurement opportunities for 3. Compile procurement local contractors documentation and procure a construction service provider for the Bid documentation & appointment required construction processes; of constrcution service provider Q1 - Q4

4. Manage the construction process Project progress reports Q1 - Q4 Q1 - Q4 Q1 -Q4 100% of labour will be sourced Project commissioning , close-out from host communities. 5. Project commissioning, close out and handoverand handover report Q4 CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS

SHORT TERM 20 10 30 30 jobs can be created during the construction phase of the project

MEDIUM TERM 0 LONG TERM 0

COMPLETION AND EXIT STRATEGY Handover to municipality

PROJECT NO 3

PROJECT NAME FOCUS AREA ACCESS ROAD TO TLAPA INFRASTRUCTURE

Rustenburg Municipality is experiencing a serious backlog with regard to infrastructure in general. Road infrastructure is important to unlock economic activities in the area. With the lack of proper infrastructure facilities in the villages surrounding the mine, there is a need to comprehensively develop bridges and roads. Ultimately as a company that has identified BACKGROUND safety as the first and most important value, there is a need to ensure that we walk, transport our goods and people in proper roads and contribute to Government strategy of creating sustainable economy for rural communities. Access road to the village of Tlapa will form part of the AAP SLP 2015/20. This project will provide the community with a road which create mode and means of mobility for the community. This road will be a graded gravel road in accordance with the municipal specifications. This will improve accessability and quality of lives in this community. This project involves planning, procurement & design, and execuution and close-out. Ultimatetly, this project will be handed over to the municipality for operation & maintenance. The beneficiaries will be the community of Tlapa village. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET SP Manager Bojanala RLM Tlapa 2016 2017 2018 2019 2020

5,000,000 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 4,000,000 1,000,000 Construction of an access road Project charter, stakeholder to Tlapa which will be a graded 1.Pre-stage initiation of the project mapping and approvals Q1 gravel road in accordance with the municipal specificcations. 2. Pre stage planning of the project Project scoping and approvals Q2 - Q3 3. Compile procurement documentation and procure a construction service provider for the Bid documentation & appointment required construction processes; of constrcution service provider Q4 Procurement opportunities for Project progress reports (site local contractors 4. Manage the construction process clearing, excavations, construction Q1 - Q4 100% of labour will be sourced Project close-out and handover from host communities. 5. Project close out and handover report Q4 CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS SHORT TERM 10 6 16 MEDIUM TERM 0 LONG TERM 0

COMPLETION AND EXIT STRATEGY Handover to municipality 55

PROJECT NO 5

CONSTRUCTION OF A WALKWAY BRIDGE BETWEEN SUNRISE PROJECT NAME FOCUS AREA PARKE AND POPO MOLEFE INFRASTRUCTURE Sunrise Park is situated about 7 km from Rustenburg. It is a cosmopolitan town with a combination of mostly bonded or credit-linked houses, backyard dwellings, RDP houses and informal settlements termed “Dikhibidung” in Tswana vernacular with a population size of at list 8000 people. Popo Molefe on the other hand is predominantly informal with an BACKGROUND average population of 2500 people residing on the eastern part of the stream. Infrastructure development in both these areas is a major challenge; particularly in Popo Molefe with no basic amenities such as sanitation, portable water supply, roads and electricity. These communities fall under RLM ward 22.

DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY SP Manager and TOTAL BUDGET Sunrise Park and Rustenburg Bojanala Rustenburg Popo Molefe Municipality 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 1,500,000 500,000 2,000,000 Project charter, stakeholder 1.Pre-stage initiation of the project mapping and approvals Q1 Construction of a walkaway Bridge between Popo Molefe & 2. Pre stage planning and design of the Sunrise Parke in accordance with project Project scoping and approvals Q2 applicable specifications and 3. Compile procurement Bid documentation & appointment standards documentation and procure a of constrcution service provider Q3 - Q4 Procurement opportunities for local contractors 4. Manage the construction process Project construction progress reports Q1 - Q4 100% of labour will be sourced Project close-out and handover from host communities. 5. Project close out and handover report Q4 CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS SHORT TERM 10 6 16 MEDIUM TERM 0 LONG TERM 0

COMPLETION AND EXIT STRATEGY handover to local municipality 56

PROJECT NO 6 Improving of health infrastructure (Mfidikoe and Thekwana Clinics) FOCUS AREA Health

The North West Department of Health faces significant challenges in health infrastructure given significant budget constraints. Maintaining and improving existing infrastrure is a particular problem. This impacts the ability of the Department to meet the National Core Standards as well as specific legilsation (as in the the case of phamaceutical and medical stores). The ouctome is a negative impact on service delivery, which is further compounded by the influx of people into the area and higher patient loads. While such challenges may be a national phenomenon, North West is ranked fourth as the poorest performing province nationally in the 2012 health facility auit. Of the six major indicators, none of the provinces scores were above 55% compliance. These indicators include staff attitudes and care, safety of patients, infection control and cleanliness (Health Systems Trust, 2012).

This project will partner with the North West Department of Health to imporve infrastructure at Mfidikoe and Thekwana Clinics. In addition, the district will be further supported to ensure National Core Standards can be met in these facilities, which an emphasis on pharamceutrical supply chain to avoid stockouts and wasteful practices. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET SP Manager Bojanala Rustenburg Mfidikoe, Thekwana 2016 2017 2018 2019 2020 KEY PERFORMANCE AREA KEY PERFORMANCE INDICATOR R 2,600,000 R 1,000,000 R 3,600,000 Signing of a specific agreement The North West Department of Health and Mine agree on joint Q1 - - - - funding model for the identified clinics. Project planning and management Infrastructure and project managers develop specific Q2-4 Q1 - - project plans. Supply rrequired equipments and other health materialsDeveloped infrastructures equipped with required health Q2 - - equipments North West Departments of Health supported to District and sub-district obtain the Ideal Clinic status in additional facilities. management teams skilled to Q3 - - support capacity development in additional facilities. Conduct an independent Q4 Project impact assessment of the final outcomes - - -

MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 25 jobs will be created duringCOMMENTS the construction of the 10 5 5 5 25 projects

0 0 0 0 0 0 0 0 0

3.5.2 Education and Skills Development

Project 1 PROJECT NAME Support to Learner Development FOCUS AREA Education

It is widely accepted that South Africa is a country in transition and that to achieve accelerated and shared growth, it is critical to develop its people. Throughout the country there is agreement that a severe shortage of skills hampers long-term, sustained economic growth and the effectiveness of service delivery. There is a huge need to produce more matriculants proficient in mathematics, science and technical skills, and it is the aim of Anglo American Platinum to support the schools in the communities where they operate in order to BACKGROUND strengthen the pipeline that they depend on to provide the candidates who are competent and confident, and who have the skills and experience required for the workplace. In its endeavour to contribute to these challenges, Union Mines plans to support the Department of Education to build content & pedagogical knowledge/capacity of teachers, content knowledge of learners & management capability of school leadership (75 trainees/year X 5 years=375 trainees). Supplement Gr12 2015 Learners Content Gaps (Math, English, Physical Science etc.) with access to ‘extra education digital support’,Shortages, Facilitate Curriculum Advisor & Peer support & collaboration, 24/7/365 Access to supplementary education digital resources. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY SP Manager , TOTAL BUDGET Bojanala office of All Rustenburg DoE Bojanala Rustenburg areas 2016 2017 2018 2019 2020 450,000 OUTPUT BuildingKEY Prtnerships PERFORMANCE with Department AREA SignedKEY PERFORMANACE MOU with the Department INDICATOR of 90,000 90,000 90,000 90,000 90,000 and other business partners Education for the partnership Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 Supplement and enrich learners' Procurement and provision of Improvement in learner learning required services and equipment Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 performance (numeracy & Improved learner performance literacy) in three consecutive through improved teacher content years (2018-2020) over 5 years in and pedagogical knowledge, ANA and NSC improved learner access to digital education resources and strengthening of curriculum delivery Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS Experienced/specialised trainers and integrators from the province, not necessarily from SHORT TERM 0 the village/host community Experienced trainers and integrators from the province, not necessarily from the MEDIUM TERM 0 village/host community

23.5% of approximately 6800 High School learners impacted with increased LONG TERM 765 beneficiaries 765 beneficiaries 1530 employability

COMPLETION AND EXIT STRATEGY Focused on systems strengthening via multi-stakeholder partnerships led by the DOE, hence a transition plan rather than an exit plan would be incorporated and guided by an signed MOU in terms of the ongoing project maintenance RUSTENBURG, RANKELENYANE, TLHABANI, RUSTENBURG, MATHOPESTAD, TLHABANE, BOONS, LETHABONG, TSITSING, MONAKATO, KROONDAL, BLESKOP, PHOKENGVILLAGE, CHANENG, PHOKENG, PHATSIMA, LUKA, LEDIG, PAARDEKRAALEXT, ZINNIAVILLE 58

Project 2 PROJECT NAME Support to Teacher Development FOCUS AREA Education It is widely accepted that South Africa is a country in transition and that to achieve accelerated and shared growth, it is critical to develop its people. Throughout the country there is agreement that a severe shortage of skills hampers long-term, sustained economic growth and the effectiveness of service delivery. There is a huge need to produce more matriculants proficient in mathematics, science and technical skills, and it is the aim of Anglo American Platinum to support the schools in the communities where they operate in order to strengthen the pipeline that they depend on to provide the candidates who are competent and confident, and who have the skills and experience required for the workplace. In its BACKGROUND endeavour to contribute to these challenges, Union Mines plans to support the Department of Education to build content & pedagogical knowledge/capacity of teachers, content knowledge of learners & management capability of school leadership (75 trainees/year X 5 years=375 trainees). Extension of 2015 Teacher, Learner & Leadership Development. Teacher Content and Pedagogical Gaps (Gateway Subjects) with minimal impact on contact time, Supplement Gr12 2015 Learners Content Gaps (Math, English, Physical Science etc.) with access to ‘extra education digital support’, Supplement GET and FET Learning and Teaching, Supplement LTSM Shortages, Facilitate Curriculum Advisor & Peer support & collaboration, 24/7/365 Access to supplementary education digital resources, School, Circuit and District leadership & management training. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME SP Mnanager, MUNICIPALITY MUNICIPALITY TOTAL BUDGET Bojanala Office of All areas in the DoE Bojanala Rustenburg Rustenburg 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 360,000 360,000 360,000 360,000 360,000 1,800,000

Signed MOU with the Department of Education for the partnership Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 Improved teachers' content and Support the development of teachers' pedagogical knowledge to Appoitment of training providers in Content and Pedagogical Knowledge improve learner performance agreement with the Department Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 to improve teacher performance above 45 Teachers trained per year in DoE approved courses per year to improve content and pedagogical knowledge Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2

CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS Experienced/specialised trainers and integrators from the province, not necessarily from SHORT TERM 0 the village/host community MEDIUM TERM 0 Experienced trainers and integrators from the province, not necessarily from the LONG TERM 3487 beneficiaries 3487 3487 25% of approximately 6800 High School learners impacted with increased employability Focused on systems strengthening via multi-stakeholder partnerships led by the DOE, hence a transition plan rather than an exit plan would be incorporated and guided by an signed COMPLETION AND EXIT STRATEGY MOU in terms of the ongoing project maintenance RUSTENBURG, RANKELENYANE, TLHABANI, RUSTENBURG, MATHOPESTAD, TLHABANE, BOONS, LETHABONG, TSITSING, MONAKATO, KROONDAL, BLESKOP, PHOKENGVILLAGE, CHANENG, PHOKENG, PHATSIMA, LUKA, LEDIG, PAARDEKRAALEXT, ZINNIAVILLE

Project 3 PROJECT NAME School Leadership Development FOCUS AREA Education

It is widely accepted that South Africa is a country in transition and that to achieve accelerated and shared growth, it is critical to develop its people. Throughout the country there is agreement that a severe shortage of skills hampers long-term, sustained economic growth and the effectiveness of service delivery. There is a huge need to produce more matriculants BACKGROUND proficient in mathematics, science and technical skills, and it is the aim of Anglo American Platinum to support the schools in the communities where they operate in order to strengthen the pipeline that they depend on to provide the candidates who are competent and confident, and who have the skills and experience required for the workplace. In its endeavour to contribute to these challenges, Union Mines plans to support the Department of Education to build content & pedagogical knowledge/capacity of teachers, content knowledge of learners & management capability of school leadership (75 trainees/year X 5 years=375 trainees). Extension of 2015 Teacher, Learner & Leadership Development. Teacher Content and Pedagogical Gaps (Gateway Subjects) with minimal impact on contact time, Supplement Gr12 2015 Learners Content Gaps (Math, English, Physical Science etc.) with access to ‘extra education digital support’, Supplement GET and FET Learning and Teaching, Supplement LTSM Shortages, Facilitate Curriculum Advisor & Peer support & collaboration, 24/7/365 Access to supplementary education digital resources, School, Circuit and District leadership & management training. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY RUSTENBURG, SP Manager , RANKELENYANE, TOTAL BUDGET Bojanala Office of TLHABANI, the DoE Bojanala Rustenburg RUSTENBURG, 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 90,000 90,000 90,000 90,000 90,000 450,000 Gap analysis and developmental needs reports Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 Appointment of the agreed training Improved management provider and implement the knowledge competency to Development school management identified training. Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 improve learner performance competencies above Up to 22 school managers trained per year to improve management of curriculum delivery and implementation Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2

Project 4

Supply of Supplemental, Learning and Teaching Support PROJECT NAME FOCUS AREA Material Education

Efficient and effective access to supplementary learning and teaching support platforms and material (prioritizing gateway subjects including Math, English FAL, and Physical Science BACKGROUND etc.) in primary and high schools in the vicinity of the mining operation. This includes DoE approved content (digital textbooks, workbooks, study guides, reading material, past exam papers, video exemplar lessons etc.) The objective is to support improved learner performance, continuous teacher professional development improved management of curriculum delivery with scalable 24/7/365 access to supplementary education teaching, learning and management resources. This is an extension of 2015 the programme which supplemented LTSM and education resources to address the Content, Pedagogical, Management, communication and collaboration gaps in order to improve learner performance. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY

TOTAL BUDGET SP Manager , Bojanala All areas in Municipality and DoE Bojanala Rustenburg Rustenburg 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 1,260,000 1,260,000 1,260,000 1,260,000 1,260,000 6,300,000

Agreement on the material to be Improvement in learner provided performance (numeracy & Provision of the material agreed Supplement and enrich learners' literacy) in three consecutive upon learning years (2018-2020) over 5 years in Improved learner performance ANA and NSC through improved learner, teacher, and school management access to supplementary learning, teaching Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q2 CLASSIFICATION OF JOBS MALE ADUTLTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL Experienced/specialised trainers and integratorsCOMMENTS from the province, not necessarily from SHORT TERM 0 the village/host community MEDIUM TERM 0 Experienced trainers and integrators from the province, not necessarily from the LONG TERM 0 0 0 Zero budget to supplement Learning and Teaching Support Material in MKE & MKW Focused on systems strengthening via multi-stakeholder partnerships led by the DOE, hence a transition plan rather than an exit plan would be incorporated and guided by an signed COMPLETION AND EXIT STRATEGY MOU in terms of the ongoing project maintenance

3.5.3 Income Generating Projects (Enterprise Development)

PROJECT NO 1 PROJECT NAME FOCUS AREA ED Support - Tlapa Bricklaying Support Program Enterprise Development Enterprise Development has been identified as one of the Key strategic Drivers for local economic development in communities. In line with Anglo Platinum policy, RUSTENBURG (RPM) has identified existing enterprises that include local youth and women owned small businesses for further development and strengthening. These business generally require technical support and assistance to jump start them to become high performing business. Additional support must be provided to the entrepreneurs to access new markets as well as access funds to grow their businesses. through additional support, these entrepreneurs will be able to take advantage of opportunities to supply the mine and other related businesses through BACKGROUND quality and consistent service. The positive spinoffs of such intervention is that the businesses will be able to increase job opportunities, and the thus improve the livelihoods of the local community members. Specialist business support partners will be paired with the local applicants in order to ensure that sustainability is created for these emerging business. The intention will be to grow them until they are fully capacitated to pursue business on their own independently.

The Bricklaying SMME will beDISTRICT a newly establishedLOCAL business located in Tlapa village. Tlapa is a village located in the South East Region of Rustenburg RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY Bojanala TOTAL Platinum Royal Bafokeng, BUDGET SP Manager Rustenburg District Tlapa Village Municipality 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 500,000 200,000 100,000 100,000 100,000 1,000,000

Provide training and support for local bricklayers to increase their competence and establish a Identify potential applicants for viable SMME business inclusion into Support Program Successful candidates selected Q1 Q1 Q1 Q1 Q1 Training and skills development Skills Needs assessment Technical Skills Report Q1 Q4 Q4 Q4 Q4 100% Ownership of the assets Provision of specific and intended Targeted individuals enrolled and and business Providetraining andsupport capacity capital development for Business Procurecompleting equipment training (Buildinginterventions Q2 Q1 Q1 Q1 Q1 Coaching,requirements Mentoring and ongoing Dashboardequipment, maintenance:and other related on Q3 Q1 evaluation (Capacity Building permanent jobs created, Revenue Q3-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 6 Permanent jobs will be created and supported through ED SHORT TERM 3 3 6 15Support Permanent on the and targeted Temporary at the jobs newly will createdbe created business and in MEDIUM TERM 2 4 4 10 35supported Permanent through and TemporaryED Support jobs over will a mediumbe created term and period of 0 2 3 6 5 16 supported through ED Support over a medium term period of COMPLETION AND EXIT Develop the targeted business to a level where their revenue streams grow and they create employment opportunities through coaching and STRATEGY mentoring

PROJECT NO 3 PROJECT NAME ED Support - Boschfontein Sewing Project FOCUS AREA Enterprise Development Enterprise Development has been identified as one of the Key strategic Drivers for local economic development in communities. In line with Anglo Platinum policy, RUSTENBURG (RPM) has identified existing enterprises that include local youth and women owned small businesses for further development and strengthening. These business generally require technical support and assistance to jump start them to become high performing business. Additional support must be provided to the entrepreneurs to access new markets as well as access funds to grow their businesses. Through BACKGROUND additional support, these entrepreneurs will be able to take advantage of opportunities to supply the mine and other related businesses through quality and consistent service and products. The positive spinoffs of such intervention is that the businesses will be able to increase job opportunities, and the thus improve the livelihoods of the local community members. Specialist business support partners will be paired with the local applicants in order to ensure that sustainability is created for these emerging business. The intention will be to grow them until they are fully capacitated to pursue business on their own independently. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL Bojanala Boschfontein BUDGET SP Manager Rustenburg Platinum Village 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 200,000 100,000 100,000 400,000 Support the growth of an existing women owned sowing Skills and Operational Needs Business Requirements and Technical business operation in order to Assessment Skills Report Q1 Q1 enhance its revenue and Business Plan and Financials Business Plan, Cash Flow Projections sustainability completed Approval Q1 Q4 Q4 Q4 Provide support capital for Business Procure equipment (sowing Training and skills development requirements machines, tables, cutters, and other Q2

Selection and Training of employees in both Technical and management Trained employees, quality 100% Ownership of the assets skills knowledgeable employees Q3 Q1 Q1 Q1 and business Accounting system established, Establishment of required business records (production, sales, operational systems expenditure, etc), Q2-Q4 Coaching, Mentoring and ongoing Dashboard: on off-take contracts evaluation (Capacity Building completed, profitable business Interventions) as well as market (Revenue tracking), number of access linkages permanent jobs created Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 5 Permanent jobs will be created and supported through ED SHORT TERM 2 3 5 8Support Permanent on the and targeted Temporary at the jobs supported will be created sowing and business MEDIUM TERM 3 4 7 15supported Permanent through and TemporaryED Support jobs over will a mediumbe created term and period of LONG TERM 6 8 14 supported through ED Support over a medium term period of COMPLETION AND EXIT Develop the targeted business to a level where their revenue streams grow and they create employment opportunities through coaching and STRATEGY mentoring

PROJECT NO 4 PROJECT NAME ED Support - Thekwane Poultry Project FOCUS AREA Enterprise Development Enterprise Development has been identified as one of the Key strategic Drivers for local economic development in communities. In line with Anglo Platinum policy, RUSTENBURG (RPM) has identified existing enterprises that include local youth and women owned small businesses for further development and strengthening. These business generally require technical support and assistance to jump start them to become high performing business. Additional support must be provided to the entrepreneurs to access new markets as well as access funds to grow their businesses. Through additional support, these entrepreneurs will be able to take advantage of opportunities to supply the mine and other related businesses through BACKGROUND quality and consistent service and products. The positive spinoffs of such intervention is that the businesses will be able to increase job opportunities, and the thus improve the livelihoods of the local community members. Specialist business support partners will be paired with the local applicants in order to ensure that sustainability is created for these emerging business. The intention will be to grow them until they are fully capacitated to pursue business on their own independently.

The Thekwane Poultry ProjectDISTRICT is one of thoseLOCAL projects that require such business technical support. Thekwane is a village located in the South East RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL Royal Bafokeng, Bojanala BUDGET SP Manager Rustenburg Thekwane Platinum Village 2016 2017 2018 2019 2020 Support theOUTPUT growth of an Skills andKEY OperationalPERFORMANCE Needs AREA BusinessKEY PERFORMANACE Requirements and INDICATOR Technical 200,000 150,000 100,000 50,000 500,000 existing poultry cooperative in Assessment Skills Report Q1 Q1 Business Plan and Financials Business Plan, Cash Flow Projections Training and skills development completed Approval Q1 Q4 Q4 Q4 Provide support capital for Business Procure equipment (Feeding 100% Ownership of the assets requirements troughs, shelter nets, lighting and Q2 Q1 and business Selection and Training of employees Trained employees, quality in both Technical and management knowledgeable employees Q3 Q1 Q1 Q1 Accounting system established, Establishment of required business records (production, sales, operational systems expenditure, etc), Q2-Q4 Coaching, Mentoring and ongoing Dashboard: on off-take contracts evaluation (Capacity Building completed, profitable business Interventions) as well as market (Revenue tracking), number of Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 7 Permanent jobs will be created and supported through ED SHORT TERM 2 1 2 5 10Support Permanent on the and targeted Temporary at the jobs supported will be created poultry businessand MEDIUM TERM 1 2 3 6 15supported Permanent through and TemporaryED Support jobs over will a mediumbe created term and period of LONG TERM 2 2 3 4 11 supported through ED Support over a medium term period of COMPLETION AND EXIT Develop the targeted business to a level where their revenue streams grow and they create employment opportunities through coaching and STRATEGY mentoring

PROJECT NO 5 PROJECT NAME ED Support - Boitekong Piggery Project FOCUS AREA Enterprise Development Enterprise Development has been identified as one of the Key strategic Drivers for local economic development in communities. In line with Anglo Platinum policy, RUSTENBURG (RPM) has identified existing enterprises that include local youth and women owned small businesses for further development and strengthening. These business generally require technical support and assistance to jump start them to become high performing business. Additional support must be provided to the entrepreneurs to access new markets as well as access funds to grow their businesses. Through BACKGROUND additional support, these entrepreneurs will be able to take advantage of opportunities to supply the mine and other related businesses through quality and consistent service and products. The positive spinoffs of such intervention is that the businesses will be able to increase job opportunities, and the thus improve the livelihoods of the local community members. Specialist business support partners will be paired with the local applicants in order to ensure that sustainability is created for these emerging business. The intention will be to grow them until they are fully capacitated to pursue business on their own independently. RESPONSIBILITYDISTRICT MUNICIPALITYLOCAL MUNICIPALITY VILLAGE NAME TIMEFRAME TOTAL Bojanala SP Manager Rustenburg Boitekong BUDGET Platinum 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 1,000,000 500,000 1,500,000 Support the growth of an existing poultry cooperative in order to enhance its revenue Skills and Operational Needs Business Requirements and Technical and sustainability Assessment Skills Report Q1 Q1 Business Plan and Financials Business Plan, Cash Flow Projections Training and skills development completed ProcureApproval equipment (Feeding Q1 Q4 Q4 Q4 Provide support capital for Business troughs, shelter nets, lighting and requirements other equipment) Q2 Q1 100% Ownership of the assets Selection and Training of employees and business in both Technical and management Trained employees, quality skills knowledgeable employees Q3 Q1 Q1 Q1 Accounting system established, Establishment of required business records (production, sales, operational systems expenditure, etc), Q2-Q4 Coaching, Mentoring and ongoing Dashboard: on off-take contracts evaluation (Capacity Building completed, profitable business Interventions) as well as market (Revenue tracking), number of Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q4 CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 7 Permanent jobs will be created and supported through ED SHORT TERM 1 1 3 2 7 10Support Permanent on the and targeted Temporary at the jobs supported will be created poultry businessand MEDIUM TERM 3 2 3 2 10 15supported Permanent through and TemporaryED Support jobs over will a mediumbe created term and period of LONG TERM 5 6 6 5 22 supported through ED Support over a medium term period of COMPLETION AND EXIT Develop the targeted business to a level where their revenue streams grow and they create employment opportunities through coaching and STRATEGY mentoring

PROJECT NO 6

PROJECT NAME ED Support and Linkages : Glass beads, SPI, Phatsima, FOCUS AREA telemarketing and Ikemeleng Youth Enterprise Development Enterprise Development has been identified as one of the Key strategic Drivers for local economic development in communities. In line with Anglo Platinum policy, RUSTENBURG (RPM) has identified existing enterprises that include local youth and women owned small businesses for further development and strengthening. These business generally require technical support and assistance to jump start them to become high performing business. Additional support must be provided to the entrepreneurs to access new markets as well as access funds to grow their businesses. through additional support, these entrepreneurs will be able to take advantage of opportunities to supply the mine and other related businesses through BACKGROUND quality and consistent service. The positive spinoffs of such intervention is that the businesses will be able to increase job opportunities, and the thus improve the livelihoods of the local community members. Specialist business support partners will be paired with the local applicants in order to ensure that sustainability is created for these emerging business. The intention will be to grow them until they are fully capacitated to pursue business on their own independently.

DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY Boitekong, Ikemeleng, TOTAL BUDGET SP Manager Bojanala Platinum Rustenburg Phatsima and telemarketing centre 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANACE INDICATOR 3,000,000 3,000,000 2,000,000 6,000,000 4,000,000 18,000,000 Develop specific programs of support and accelerate identified existing Revenue enhancement Q1 Q1 Q1 Q1 Q1 Business Skills Report and Market Skills Needs assessment analysis report Q1 Q4 Q4 Q4 Q4 Develop an integrated Enterprise Provision of specific and intended Targeted businesses enrolled and Development Support Program training and capacity development completing training interventions Q2 Q1 Q1 Q1 Q1 that enables existing businesses Support with access to markets and to grow and be sustainable development Additional customer bases created Q3 Q1 Q1 Q1 Q1

Coaching, Mentoring and ongoing evaluation (Capacity Building Dashboard maintenance: on Interventions) Profitable Business; Jobs created Q3-Q4 Q1-Q4 Q1-Q4 Q1-Q4 Q1-Q5

CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL 38 Permanent jobs will be created and supported through ED Support on the targeted SHORT TERM 3 5 8 18 34 60existing Permanent businesses and inTemporary Glass Beads jobs marketing; will be created Jewellery and manufacturing; supported through farming ED Support support MEDIUM TERM 5 10 15 24 54 100over Permanent a medium andterm Temporary period of 3jobs years will be created and supported through ED Support LONG TERM 30 40 70 85 225 over a medium term period of 5 years

COMPLETION AND EXIT STRATEGY Develop the targeted business to a level where their revenue streams grow and they create employment opportunities through coaching and mentoring Provide a report on Beneficiaries and how they will benefit in pdf format as Appendix 3.5 The support for local emerging enterprises as well as the training provision for the owners and employees of these targeted businesses will create viable businesses with growth prospects that will assist and support job creation, 66

3.5.4 Health and Social Welfare

PROJECT NO 1 Support the expansion of health promotion and disease PROJECT NAME FOCUS AREA prevention Health Since first launched in 2010 to address HIV Counselling and Testing (HCT), mass campaigns based on a screen, test, treat and maintain health strategy has become as cornerstone to address HIV and AIDS, TB and non-communicable diseases such as hypertension and diabetes. These campaigns are typically been organised as public and private sectors partnerships to ensure high coverage and maximal impact. The current TB campaign for mine workers and mining communities is a good example of this call for partnerships.

While the initial focus may have appeared to be on screening and testing, the importance of ensuring people access treatment and maintain their health has become increasingly important.

BACKGROUND Under The Presidency's Operation Phakisa, the National Department of Health has assessed the challenges around accessing the health systems at clinics. In particular, patients on chronic treatment such as anti-retro virals, anti-hypertensive and diabetic medication face significant challenges in receiving their medication in addition to making the required lifestyle changes to optimise their health. To this end, the National Department of Health has as part of its re-engineering of Primary Health Care introduced a chronic care model that includes an initiative to supply medication directly to patients in the community using Community Health Workers. This will reduce clinics visits from a minimum of 12 visits per year to only 3, which represents a major cost saving for patients accessing care while also helping to decongest facilities.

This project will in collaboration with the North West Department of Health expand existing community-based services to support health screening and testing as well as the new initiatives in chronic care in areas such as TB, hypertension and diabetes. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET SP Manager Bojanala Rustenburg 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANCE INDICATOR R 378,000 R 378,000 R 378,000 R 378,000 R 378,000 R 1,890,000 Specific agreement with North Signing of a specific agreement with The North West Department of Q1 - - - - West Department of Health department Health and Mine to support its Specific agreement with Signing of a specific agreement with In collaboration with the North West Q2 - - - - implementing partner implementing partner Department of Health the mine People screen and tested for HIV, Community-based outreach services Implementing partner provides TB and priority chronic diseases provided mobile outreach services in Q3-4 Q1-4 Q1-4 Q1-4 Q1-4 designated communities in line with Patients on chronic medication Community-based provision of chronic Implementing partner supports Q3-4 Q1-4 Q1-4 Q1-4 Q1-4 supported medication supported outreach services in designated Health data collected Maintaining health information systems Providing the North West Q3-4 Q1-4 Q1-4 Q1-4 Q1-4 Department of Health with quality

CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS SHORT TERM 0 0 0 0 0 MEDIUM TERM 0 0 0 0 LONG TERM 0 0 0 0 0

COMPLETION AND EXIT STRATEGY

PROJECT NO 2 Supply of Emergency patient transport for Maternal and PROJECT NAME FOCUS AREA Obsterics Units Health

North West Province has the highest Maternal Mortality Ratio in South Africa at 185 deaths per 100 000 live births (Health Systems Trust, 2015). This is well above the Millennium Development Goal of 4/100 000 and the national average of 133/ 100 000. One of the contributing causes of this significant health is the availability and timely transport of mothers requiring emergency care which cannot be offered at a primary care level. Similarly generic emergency care vehicles are not adequately equipped to provide sufficient care on route, therefore, there Department of Health has specialised vehicles which are stationed at clinic with Maternal and Obstetric Units. BACKGROUND In the Rustenburg Cluster, only one of the four Maternal and Obstetric Units has an obsteric ambulance. With the transport of other medical emeregencies between facilities, this ambulance in significantly insuffient to meet the transport needs of these four facilities. This results in a severely delayed repsonse time for both osteric and medical emeregencgies which results in poor treatement outcomes and even preventable deaths.

This project will ensure that the four Maternal and Obsteric Units meet the National Core Standards in addition to suffieint coverage in the area for other medical emeregency transfers.

DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL BUDGET All villages in SP Manager Bojanala Rustenburg Rustenburg 2016 2017 2018 2019 2020

OUTPUT KEY PERFORMANCE AREA KEY PERFORMANCE INDICATOR R 1,250,000 R 1,250,000 R 2,500,000 Specific agreement Signing of a specific agreement The North West Department of Q1 - - - - 2 Obsteric Ambulances Maternal health and emeregency medicalProcureHealth care and amubances Mine conclude based aon Q3-4 - - - - Deliverdepartment the Ambulaces requirements. to the Q4 Department of Health

CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL COMMENTS SHORT TERM 0 0 0 0 0 MEDIUM TERM 0 0 0 0 LONG TERM 0 0 0 0 0 COMPLETION AND EXIT STRATEGY

PROJECT NO 3 PROJECT NAME Support to 2 food banks in Tlapa and Bobuantswa FOCUS AREA Health It is reality that in South Africa, there is a substantial number of families who go to bed hungry. The plight of the hungry was highlighted in 2011 when four children, aged between two and nine, died in a farmer's field as they began an 18km walk in search of their mother and food in Verdwaal, North West. It was later discovered that they had not eaten for more than a week. The Royal Bafokeng Administration and Department of Social development have established food banks around Rustenburg to assist in this regard. These banks are non-profit, charitable organization that distributes food to those who have difficulty purchasing enough to avoid hunger. They act as food storage and distribution depots. After the food is collected, sorted, and reviewed for quality, these food banks distribute to soup BACKGROUND kitchens, orphans and indigent families. Donors include big business and other organisations. Tlapa and Bobuantswa are small villages outside Rustenburg in the Royal Bafokeng area. The rate of unemployment in those areas is very high and most families are indigent. The objective of this intervention is to assist with the running of the banks for a period of five years in partnership with other partners. Small groups will be identified from the beneficiary list and link them to the enterprise development program of Anglo American Platinum for sustainability purposes. A total of 160 families are benefiting from the support by these banks. DISTRICT LOCAL RESPONSIBILITY VILLAGE NAME TIMEFRAME MUNICIPALITY MUNICIPALITY TOTAL Tlapa, BUDGET SP Manager Bojanala Rustenburg Bobuantswa 2016 2017 2018 2019 2020 OUTPUT KEY PERFORMANCE AREA KEY PERFORMANCE INDICATOR R 200,000 R 200,000 R 200,000 R 200,000 R 200,000 R 1,000,000 Specific agreements with the Signing of a specific agreement All parties undertakes to support the Royal Bafokeng (health with department and Royal food banks while assisting them with Directorate) and the Bafokeng sustainability strategies Q1 - - - - Department of Social Development Specific agreement with food Signing of a specific agreement Banks undertakes to support banks on what funding will be with implementing partner beneficiaries and account as used for and ways of agreed. Q1 - - - - accounting as well as tracking impact Funding and food security Community-based outreach Implementing partners provides support interventions to the services provided food support to beneficiaries in line Q1-4 Q1-4 Q1-4 Q1-4 Q1-4 banks with agreements above Exit agreement at the end of Support the food banks to sustain AAP exit a sustainable program at Q4 five years themselves the end of 5 years CLASSIFICATION OF JOBS MALE ADULTS FEMALE ADULTS MALE YOUTH FEMALE YOUTH TOTAL No new jobs will be createdCOMMENTS by this program. Existing ones SHORT TERM 0 0 0 0 0 will be strengthened. MEDIUM TERM 0 0 0 0 LONG TERM 0 0 0 0 0

COMPLETION AND EXIT This program is currently run by Royal Bafokeng and the Department of Social development and they will continue to do so at the end of the five STRATEGY year support period. Small groups will be identified from the beneficiary list and linked to Anglo enterprise development program for sustainability purposes. 69

3.6 Measures to address housing and living conditions Regulations 46 (c) (iv))

3.6.1 Anglo American Platinum’s housing strategy

Anglo American Platinum’s housing strategy is premised on five strategic pillars, with the main objective of the strategy being to afford all employees the means to stay in adequate, decent and sustainable accommodation by the year 2025.

This will be achieved by:

 Building sufficient strategic stock to attract and retain critical and/or scare skills to the operations.  Promoting a home ownership programme and provision of decent rental tenure option amongst all employees.  Converting the Living-Out Allowance (LOA) into Rental Allowance which will ultimately ensure that all employees stay in decent accommodation and there is natural attrition from informal settlements.  Phasing out the Single Accommodation Villages (SAVs) through the natural attrition and also the provision of decent rental accommodation in close proximity to the mines.  Conducting a financial literacy and debt rehabilitation programme, so that our employees are able to access credit and home loans from commercial banks.

3.6.2 Home ownership scheme

Anglo American Platinum has a range of housing benefits for its employees and these benefits come in different forms, ranges etc. However, one of the most popular housing benefits is the Employer-Assisted Housing Scheme (EAHS).

The main objective of the EAHS is to promote and facilitate home ownership amongst all employees. This scheme provides assistance to qualifying employees to acquire home loans for residential properties in locations within close proximity to the mines and be integrated into the existing communities.

With this scheme, Anglo American Platinum buys well-located residential land and then installs bulk infrastructure in these stands at its own cost. Employees are then allocated these stands where they can build their own houses. The building process is facilitated by the Group Housing Unit with the assistance of construction firms. The employees fund the building of the houses through their acquisition of credit in the form of mortgage loans with commercial banks.

Hereafter, employees qualify to apply for and are granted a Home Ownership Allowance (HOA) on a monthly basis by the Company. The HOA assists employees in paying off their mortgage loans.

On the other hand, the Group Housing Unit may assist qualifying employees in applying for a government housing subsidy. Employees whose salaries range from R3,500 to R1,500 a month are assisted with an application for acquiring a Finance-Linked Individual Subsidy Programme (FLISP) grant from the provincial governments of both Limpopo and North West.

3.6.3 Interaction with local municipalities

The Group Housing unit interacts with various local municipalities where the mining operations are located, inter alia Thabazimbi, Mogalakwena, Polokwane, Fetakgomo and Sekhukhune municipalities, in pursuance of the employees’ home ownership programme.

The Company participates in the development of the Spatial Development Frames (SDFs) of these municipalities. Eventually, this ensures that all the Company planned housing projects and developments are included in the municipalities’ Integrated Development Plans (IDPs) going forward.3.6.4 Housing Forum

Anglo American Platinum, in collaboration with its recognised unions, has established a Housing Forum. This is a permanent structure which comprises both management and the employees. The employees are represented by their union leadership. This structure is enterprise wide and meets on a monthly basis.

The main aim of the Housing Forum is to provide a platform on which both management and employees can engage, deliberate and discuss, openly and transparently, all matters pertaining to employees’ housing and accommodation.

The Housing Forum also monitors all the housing initiatives of the Company with a view to ensuring that the Company complies with both mining and housing legislation in this regard.

3.6.5 Key challenges in housing delivery to the mine workers

Most of the housing developments and programmes in other locations have been delayed and derailed. Key challenges in this regard are:

 The instability caused by the labour unrest and strikes which have an impact on all the housing projects.  The union rivalry and turf wars have also had huge consequences on the programmes as some employees stayed away fearing for their lives.  There was also reluctance from all the major commercial banks to advance home loans to employees after the protracted strike.  Employee indebtedness and the scourge of garnishee orders have also added woes to the housing project.  In most locations where mines are located, the Company is faced with huge backlogs and lack of basic infrastructure.

3.6.6 Plans for Rustenburg Platinum Mine

The two projects for Rustenburg home ownership, Seraleng and East End, have been stopped. There are no housing plans for Rustenburg Mines in this SLP.

3.7 Procurement

Anglo American Platinum recognises the need to participate meaningfully in the socio-economic development of South Africa. To remain relevant and compliant with our core values, legislation and our communities, we have identified certain procurement principles and policies at the forefront whose implementation will address economic transformation imperatives.

A strategy has been developed to demonstrate the commitment to increasing local participation by aspiring entrepreneurs in our areas of operation. The unbundling process has been designed to help fast-track the empowerment of locals without placing any additional strain on the mining processes and compliance with our safety standards and technical requirements.

The process (unbundling) entails identifying, on a continuous basis, opportunities that can be allocated to local suppliers in areas where they would otherwise not be able to access such opportunities due to:  Existing service provider with a contract;  No relevant skills available locally; or  Lack of capital and equipment needed by local suppliers.

The success of the programme also requires that the following requirements be met:

 Availability of a willing and readily available local supplier;  Willingness of the local supplier to undergo a training programme; and  Agreeing to a mentorship agreement with the existing service provider to receive such mentorship.

The process will be conducted annually where new opportunities are identified for local supplier participation. The process will be handled in collaboration with the Supplier Development programme to ensure that local supplier gaps identified are addressed through a dedicated training programme by external service providers.

The existing service provider, who will be providing mentorship, will ensure that the local suppliers are assisted technically to meet the requirements to perform in the area where they are appointed to supply or provide services.

A dedicated effort is also underway through unbundling interviews involving local supplier identification and classification. Women- and youth-owned companies are identified through this process and linked to opportunities at the mine.

Rustenburg Platinum Mine Procurement Targets

Procurement

Targets

Categories 2015 2016 2017 2018 2019 2.1.1 Procurement of capital goods 55% 57% 59% 62% 65% 2.1.2 Procurement of services 70% 72% 74% 74% 75% 2.1.3 Procurement of consumables 65% 67% 70% 70% 70%

Procurement Spend is calculated as Total Available Spend less Non-discretionary Spend.

Rustenburg Platinum Mine Supplier Development Targets

Targets and timelines

Supplier Development Note: Below, in year 1, 2, 3, 4, 5 put the actual calendar timelines 5-year 2015 2016 2017 2018 2019 target Local supplier gap analysis 220 0 200 0 0 420 Number of courses for local suppliers 2 2 3 3 2 12 Supplier development partners 3 3 3 3 4 16 Role models created 5 10 10 15 20 60 New contract to local HDSA 10 10 10 15 15 60 Unbundling of opportunities 5 10 15 20 25 75 Training of local suppliers 60 120 40 100 100 420 Youth-owned companies 5 5 5 5 5 25 Women-owned companies 5 5 5 5 5 25 Total Number 315 165 291 166 176 1,113

4 Downscaling and Retrenchment

4.1 Establishment of future forum

Date of Establishment 27/01/2015 Number of planned meetings per annum 12

Two years prior to the planned closure at end of life of mine or anticipated downscaling which may lead to retrenchment, the mine will enter into consultations with all the recognised unions and affected employees to implement the processes outlined below.

This process will specifically include:

 A downscaling strategic plan and alternatives to avoid job losses and a decline in employment.  Skills audit to determine skills within the workforce which may be most vulnerable or difficult to be reabsorbed into the employment market and employees who may require upskilling or retraining for self-employment and re-employment.

4.2 Mechanisms to save jobs, providing alternative solutions and procedures for creating job security where job losses cannot be avoided

 Self-employment training and re-employment programmes.

 The CED unit will coordinate the provision of the above self-employment training and re-employment programmes for all employees affected by retrenchments. The CED unit will give feedback to the Future Forum.

 Identify and consider SMME initiatives which have the potential to create future employment opportunities in the event of a large-scale retrenchment.

 Identify the creation of opportunities for SMMEs to supply the mine with goods and services.

4.3 Management of retrenchments (Attach a copy in line with the terms of Section 52 (i) of the MPRDA and Section 189 of the LRA)

 Implementing Section 189 of the Labour Relations Act;

 Consultations – the consultation process in terms of Section 52 (1) of the Mineral and Petroleum Resources Development Act (MPRDA), 2002; and Section 189;

 Notification to the Minerals and Mining Development Board – the notification process in terms of Section 52 (1) (a) of the MPRDA;

 Complying with the Minister’s directive and confirming how corrective measures will be taken;

 Internal transfers to other Anglo American Platinum mines;

 Applying for technical assistance and support from the National Productivity Institute (NPI); and

 Applying to the MQA, the mining sector’s education and training authority, for applicable grants.

4.4 Mechanism to ameliorate the social and economic impact on individuals, regions and economies where retrenchment or closure of the operation is certain

 Facilitate links with a Local Business Service Centre and other appropriate support institutions;

 Provide business support services to workers while they are still at work and can explore their options;

 Provide assistance and mentoring in feasibility studies and the development of business plans;

 Include business and technical training for self-employment;

 Provide time off so that workers can undergo such training before they leave;

 Engage with banks and other lending institutions to explore and facilitate arrangements for workers who want to use all or part of their retrenchment packages as collateral security for business loans;

 Skills assessments and written recognition of their prior learning, experience and qualifications;

 Referrals to accredited training providers;

 Consideration for bursary initiatives;

 Step-by-step guidelines on starting their own businesses;

 Job hunting tips;

 Assistance in identifying labour market opportunities;

 Collection of mine pensions;

 Access to state benefits for pensioners;

 Financial planning for retirement;

 Possibilities for supplementing pension income;

 Assessment and counselling services for affected individuals; and

 Personal financial planning.

5 Five-year financial provision

Financial provision for a five-year period

ITEM 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 TOTAL

HRD 229,168,441 104,890,667 111,184,118 117,855,165 124,926,475 688,024,866

LED 27,828,000 20,178,000 20,078,000 14,078,000 8,528,000 90,690,000

TOTAL 256,996,441 125,068,667 131,262,118 131,933,165 133,454,475 778,714,866

I, ______the undersigned and duly authorised thereto by

______Company undertake to adhere to the information, requirements, commitments and conditions as set out in the Social and Labour Plan.

Signed at ______on this ______day ______20______

Signature of responsible person

______

Designation

______

Approved

Signed at ______on this____ day of______20____

Signature:

______

Designation:

______